Fifty Shades - · PDF fileThe New Shade of Transport 38 ... Life Members David Bull Glenn Dewberry Dennis Dobson William Fowler ... “Fifty Shades of Perway:

PERMANENT WAY INSTITUTION SYDNEY ANNUAL CONVENTION JOURNAL 2015

Proudly supported by its Platinum Members

FiftyShades of Perway

Background of Permanent Way Institution NSW Inc.

The Institution was formed in 1884 in England by a group of dedicated railway men, who were responsiblefor development of railway track across the British Isles, and who felt the need for an avenue for exchangeof track design, construction and maintenance. They realised the educational and social value ofcommunications between all levels of men engaged on the railway tracks and associated structures.The safety of rail travel has been brought to the present standards because of a better understanding of thebehaviour of the tracks under load; the Institution has played a vital part in gaining this understanding.Realising this, the New South Wales section was formed in 1974, not only to benefit from those who hadgone before, but also to add to the development of still more efficient rail transportation in the years ahead.

Attending the Luncheon and Happy Hour

Members, particularly those in New South Wales, are reminded of the responsibilities legislated underthe Rail Safety Act 2008 with regard to the definition of “rail safety worker”. Members also need toconsider respective employer drug and alcohol policies.

DisclaimerThe views expressed by authors and/or presenters are not necessarily the view of the PWI Committee orPWI Members.

THE NSW PWI IS PROUDLY SUPPORTED BY ITS GOLD CORPORATE MEMBERS

i

2015 Journal Table of Contents

2015 Table of Contents i

President’s Welcome ii

GENERAL

PWI 2015/2016 NSW Committee iv

Emergency Procedures iv

2015 Convention Program – “Fifty Shades of Perway: The allure of the rail industry” v

2015/2016 ENHANCED & CORPORATE MEMBERS

Platinum Members vi

Gold Members vii

Silver Members viii

Corporate Members ix

PWI 2016 Golf Day xv

PWI 2016 Winter Dinner xv

FIRST SESSION – Bruce Jackson (United Group Limited)

A Somewhat Fractured History of Rail 1

Michael Hickey, PWI

Rail Innovation and Technology – Driverless Trains 7

Alan Trestour and Alan De-Reuck, Alstom Transport

2015 Welders Award 17

2015 Young Achiever Award 18

SECOND SESSION – Stephen Pascall (Laing O’Rourke)

The Black and White of a Rail Project 27

Frank Johnson and Joaquin Mas, North Strathfield Rail Underpass Alliance

The New Shade of Transport 38

Wesley Heron, Transport for NSW

2015 Alan Barham Maintenance Team Award 43

THIRD SESSION – Bill Killinger, AM

Open Panel Forum 2015 – The Rail Family 52

2015 Ken Erickson Innovation Award 54

2015 Steve Maxwell Platelaying Award 57

ADVERTISEMENTS

Enhanced Corporate and Corporate Member Advertisements 85

Welcome to the Annual Convention 2015

O C T O B E R I 2 0 1 5

ii

Welcome to the 2015 NSW Permanent Way Institution Annual Convention.

I am pleased to extend a warm welcome to all our special guests from Industry and Government, our panel of speakers and all our award entrants who are also joining us today.

To those attending their first PWI Convention, we’re delighted to have you here. We are particularly pleased to again welcome those Engineering students attending; I trust members will seek them out to encourage their interest in becoming part of the ‘railway family’.

I hope all delegates will derive a great benefit from attending this year’s Convention. You will gain knowledge of what is happening in the industry and the opportunity to build further relationships with key industry players. Our corporate members continue to recognise the PWI as the peak rail track industry body and continue to provide the financial support needed to keep it there. We again thank them for that!

It is my pleasure to personally acknowledge our Keynote Speaker, Howard Collins OBE and Chief Executive of Sydney Trains for agreeing to provide our keynote address. Howard has been in the Rail Industry for 39 years mainly as an operator but you will hear today that he actually started his railway career as fettler at the ripe old age of 13 replacing steel sleepers.

Todays’ conference theme is “Fifty Shades of Perway: The Allure of the Rail Industry”. Truth be told, this theme was an alternative to what was to be the original, and somewhat risqué theme, which was “what makes the rail way sexy?!” We will hear from Mike Hickey, a past PWI President and long term committee member later this morning who will give us one of his humorous presentations that discusses, amongst other things, the relationship between the standard gauge and a horse’s backside.

Today we plan to explore what is it about the rail industry that, despite the “pain and suffering” it may cause along the way, draws in and retains long-standing servants to the Industry. The Allure of the Rail Industry, as we put it, that attracts and retains talented people. You may have also guessed that Mike came up with this year’s theme.

In our panel session after lunch, the chair, Bill Killinger AM, will further explore, with a broad cross section of people from the rail industry, some great stories about how they started their careers and why they stay in the Industry.

I believe we are in the middle of major rail renaissance in Australia.

Although most of the large coal and iron projects have slowed down we are now seeing a major push by governments to rebuild, upgrade and extend their passenger networks with metros, light rail and heavy passenger rail systems. There are major upgrades of the infrastructure, with new stations, new trains, stabling facilities, power upgrades and signalling systems.

We have also seen a fundamental shift, particularly in NSW, towards having a fully integrated transport system. The customer is now the central focus and there is a strong push on modal changes to get the best public transport solution.

The importance of an effective and integrated freight network is also driving the separation of freight and passenger rail in our metropolitan areas, new intermodal facilities, and the proposed Inland Rail link linking the port of Melbourne and Brisbane will be key game changes for the country.

Today we have a number of interesting papers including the North Strathfield Rail Underpass presented by Frank Johnson and Joaquin Mas. Alan Trestour and Alan De-Reuck will present a paper on Rail Technology and Innovation – Driverless Trains. Transport for NSW will present the final paper on “The New Shade of Transport” looking at the significant number of projects being planned in NSW.

Today we also display the great interest and competition shown for the five awards that the PWI NSW offer annually. Our awards recognise excellence in the outstanding work our members do. Candidates and judges will tell us how this excellence was achieved. We continue to receive great support from Transport for New South Wales with Rob Mason the Chief Executive of New South Wales Trains and Howard Collins the Chief Executive of Sydney Trains who will present the awards on behalf of the PWI today.

The NSW Section is still one of the strongest and most vibrant groups of rail dedicated members in the PWI worldwide. This success has been achieved through the excellent, and well attended, events arranged by a tireless Committee and the significant material and financial support provided by our Corporate Members.

Our Corporate Members and Enhanced Corporate Members enable us to make our events affordable allowing as many of our personal members to participate as possible.

The support we receive has enabled the Committee to offer:

• the best value one day industry convention;

• six Sydney Technical Rail Meetings a year;

• at least two regional meetings per year;

• an annual Winter Dinner; and

• an annual Golf Day.

On your behalf, I wish to thank the corporate sponsors, the hard-working Committee, volunteers, event sponsors and others who have worked to make the PWI’s activities during the year such a wonderful success.

With such enthusiasm, the PWI can only become stronger and more effective in providing a forum for the exchange of information and ideas for the rail track industry. I urge you to make the most of this valuable day, take the opportunity to catch up with old friends and colleagues in the networking sessions at morning tea and lunch and enjoy what will be another excellent PWI Conference.

Mark Harris

President NSW PWI

O C T O B E R I 2 0 1 5

iii

We have also seen a fundamental shift,

particularly in NSW, towards having a

fully integrated transport system. The

customer is now the central focus and

there is a strong push on modal changes

to get the best public transport solution.

PWI 2015/16 Committee

O C T O B E R I 2 0 1 5

iv

Committee Members Mark Bell Mark Butler Scott Chapman Daniel Collison

Sam Cook Gillian Cottle Lachlan Daniel Kevin Golledge

Sal Haider Mike Hickey Ken Lingabala Steve Naumovski

Claudine O’Donoghue Mike O’Shea Julian Sharp Mirza Siddiq

David Spiteri Mark White Mark Xerri

Life Members David Bull Glenn Dewberry Dennis Dobson William Fowler

John Gorman Don Hagarty Mark Harris Michael Hickey

Barry Lees Tania Page Allan Pidgeon David Roberts

Kevin Ryan Ken Sherwood Ken Swan

President Mark Harris

Treasurer Charlie Davis

Secretary Kevin Golledge (temporary)

Editor Greg Mackie

Membership Secretary Stuart Sutherland

Website Manager Tania Page

Please take a few moments to familiarise yourself with the following emergency procedures:

• Observe the locations of emergency exits and emergency evacuation notices.

• During an alarm sounding, or an incident taking place all members are to follow the instructions of Luna Park Staff. The Luna Park Security Supervisor on duty is the Chief Warden and is in control of emergency responses prior to the arrival of emergency services.

• A strict no smoking policy is enforced throughout the Venue.

• First Aiders are on duty – please advise a Committee Member should this service be required.

The Evacuation Alarm

The emergency alarm is a loud bell sound.

Following evacuation make your way to the nearest Assembly Point – the

Assembly Point will be provided as a slide and are shown on maps displayed throughout the venue.

Drugs and Alcohol

• For those of you who are classified as Rail Safety Workers under the Rail National Safety Law and who are ‘on duty’ please be aware that the Drug and Alcohol provisions of the Act apply whilst attending this convention.

• The Institution is committed to the responsible service of alcohol and expects all delegates to be moderate in their alcohol consumption.

Security

Delegates leaving the venue at any time after the morning session will not be readmitted unless special arrangements are made with a Committee Member.

Emergency Procedures

O C T O B E R I 2 0 1 5

v

2015 Convention Program “Fifty Shades of Perway: The allure of the rail industry”

Friday 30 October 2015 – Crystal Palace, Luna Park

From 07.30 Registration Desk Open

08.30 – 08.35 Welcome Address NSW President Mark Harris

08.35 – 09.00 Keynote Address Howard Collins

SESSION 1 Chaired by Bruce Jackson (United Group Limited)

09.00 – 09.25 A Somewhat Fractured History of Rail Michael Hickey

09:25 – 09:50 Rail Innovation and Technology – Driverless Trains Alan Trestour

09:50 – 10.05 Discussion / Questions for all papers Session Chair

10.05 – 10.15 Welders Award Presentation Mark White

10.15 – 10.35 Young Achiever Award 2015 Presentation Michael Hickey

10.35 – 11.15 MORNING TEA

SESSION 2 Chaired by Stephen Pascall (Laing O’Rourke)

11.15 – 11.40 The Black and White of a Rail Project Frank Johnson and Joaquin Mas

11.40 – 12.15 The New Shade of Transport Wesley Heron

12.15 – 12.30 Discussion / Questions for all papers Session Chair

12.30 – 12.50 Alan Barham Maintenance Award Ken Lingabala

12.50 – 14.20 LUNCH

SESSION 3 Chaired by Bill Killinger, AM

14.30 – 15.10 Open Forum – The People Bill Killinger

15.10 – 15.30 Ken Erickson Achievement Award Michael Hickey

15.30 – 16.45 Steve Maxwell Platelaying Award Mark Bell

16.45 – 17.00 Endnote and Announcements NSW President Mark Harris

AFTER PARTY

17:00 – 19.00 After-Party, Canapes, Entertainment

O C T O B E R I 2 0 1 5

vi

2015/2016 Enhanced Corporate Members

The PWI recognises the continued support we receive from our Enhanced Platinum Members:

Platinum Corporate Members

2015/2016 Enhanced Gold Corporate Members

O C T O B E R I 2 0 1 5

vii

Gold Corporate Members

The PWI recognises the continued support we receive from our Enhanced Gold Members.

O C T O B E R I 2 0 1 5

viii

2015/2016 Enhanced Silver Corporate Members

Silver Corporate Members

The PWI recognises the continued support we receive from our Enhanced Silver Members.

2015/2016 Corporate Members

O C T O B E R I 2 0 1 5

ix

PWI NSW would like to thank all its Corporate Members for their support. We look forward to your continued sponsorship in the future.

Advisian

Agonis Group

Anric Rail

Aquenta Consulting

Arcadis Australia Pacific

Arenco

Australian Rail Track Corporation

Beca Pty Ltd

BloorRail Pty Ltd

BMD Constructions

Bull Head Services Pty Limited

CGC Recruitment

CH2M HILL

CR Rail

Degnan Constructions

Delkor Rail Pty Ltd

Downer

Edilon Sedra Australia

Encompass Credit Union

Fluor Global Services

Fulton Hogan Rail Systems

Gartner Rose Pty Ltd

Geofabrics Australasia Pty Ltd

Harbinger Infrastructure

Henderson Partners Business Solutions

InfraSol Group Pty Ltd

Kellogg Brown & Root

KH1 – Robel

Liftronic Pty Ltd

Linsinger Maschinenbau GmbH

Lycopodium Rail

Martinus Rail

McLachlan Lister Hill International

Meadows Consulting Pty Ltd

Mott MacDonald

Multi Civil & Rail Services Pty Ltd

Onesteel Whyalla Steelworks

Opus International Consultants (NSW) Pty Ltd

Pidgeon Civil Engineering

Plateway Pty Ltd

Progress Rail Services

Projex Group Pty Ltd

Rail & Civil Services Pty Ltd

Rail, Tram & Bus Union NSW

Railtech Australia Limited

Railtrak Systems Pty Ltd

Robson Civil Projects

Rocla Concrete Sleepers

Rowley’s Plant & Transport Pty Ltd

RRPS Pty Ltd

RT Health Fund

Sine Industries

SLR Consulting

Sydney Trains

Taylor Rail Australia

Thermit Australia Pty Ltd

Union Railtrack & Industrial Supplies Pty Ltd

VAE Railway Systems Pty Ltd

Vossloh Cogifer Australia

Glenreagh Mountain Railway Inc. (Associate Corporate)

O C T O B E R I 2 0 1 5

x



O C T O B E R I 2 0 1 5

xi

O C T O B E R I 2 0 1 5

xii



O C T O B E R I 2 0 1 5

xiii

O C T O B E R I 2 0 1 5

xiv


sine industries

xv

Chairman: Bruce Jackson (United Group Limited)

Paper 1: A Somewhat Fractured History of Rail

Michael Hickey, PWI

Paper 2: Rail Innovation and Technology – Driverless Trains

Alan Trestour and Alan De-Reuck, Alstom Transport

2015 Welders Award

2015 Young Achiever Award

First Session

PWI Annual Convention 2015

A SOMEWHAT FRACTURED HISTORY OF RAIL!?

By Mike Hickey, Fellow of Engineers Australia and Life Member of PWI NSW.

F I R S T S E S S I O N I A S O M E W H A T F R A C T U R E D H I S T O R Y O F R A I L

1

Those that were present at last year’s convention will recognise the interrobang at the end of the paper title.

What were the organisers thinking? How can an author adequately cover the history of Rail in some 6 to 8 pages when whole books have been written on just specific periods?

And let’s face it, who wants to read/listen to a whole lot of boring dates and facts? It would be as interesting as watching paint dry, or grass grow.

Figure 1 – grass growing

The next challenge was how to make this topic interesting. I referred back to the theme of the Conference. In desperation I was forced to read “50 Shades Grey,”(purely for research purpose only).

For those of you who have not read the novel, I will not give the so called “story line” away. Suffice to say that it deals with themes of bondage/discipline, dominance/submission, and sadism/masochism and there are lots of leather, whips and other interesting implements involved and most importantly, “lashings of sex” (pun intended).

It was this last thought that brought about my “light bulb” moment. The themes brought back memories of some of my former managers (except for the sex aspect; I never tried to get that close to those managers.) (Note to author, no names, as they may read this); and these memories gave me some ideas.

So “Fifty Shades of Perway – the Allure of the Rail Industry” inspired the following fractured history of rail.

The First Railway

Wikipedia states the first railway was in 1804.

“On 21 February 1804 the world’s first railway journey took place when Trevithick’s unnamed steam locomotive hauled a train along the tramway of the Penydarren ironworks, near Merthyr Tydfil in South Wales.”

The first Australian railway was privately owned and operated and commissioned by the Australian Agricultural Company in Newcastle in 1831 (or 1827, depending on the source), a cast-iron fishbelly rail on an inclined plane as a gravitational railway servicing a Pit coal mine. The first steam-powered line opened in Victoria in 1854. The 4 km long Flinders Street to Sandridge (now Port Melbourne) line was opened by the Melbourne and Hobson’s Bay Railway Company at the height of the Victorian gold rush. You will read more about this gala opening later.

However to truly understand the history of rail, you need to go back much further in time, to the period, when the following gentleman was a well-known actor, rather than front man for the American National Rifleman’s Association.

What were the organisers thinking? How can an author

adequately cover the history of Rail in some 6 to 8 pages when

whole books have been written on just specific periods?

Figure 2 – Cover of 50 Shades of Grey


2

Figure 3 – Charles Heston Figure 4 – Ben Hur

Figure 5 – Spills in Chariot Race

Figure 6 – Whips and leather

The Chariot race in Ben Hur, which lasts for some nine minutes, was considered one of the most dramatic action sequences of its time.

It featured plenty of leather and whips, an epic contest for male domination, thrills and spills, brutality and adrenalin, but not a train in sight, nor a female, an issue that has been all too common in Australian Rail History.

However there were plenty of horses and these played an important part in rail history.

Figure 7 – “Railway Tracks” in the dust

Figure 7 gives a clue to the rail connection. Note the wheel tracks in the dust. The distance between the tracks is an unusual measurement, in imperial measurement it is 4 foot eight and a half inches, or 1435 mm.

So the “standard gauge” measurement derives from the width of a horse’s rear. It is the distance between the wheels of ancient Roman chariots.

You will notice that there is very little protection for the driver of the Chariot, particularly if the horse decides to relieve itself while at full gallop.

I am sure that when this event occurred, many four letter words may have been uttered, but “sexy” was unlikely to have been one of them.

Figure 8 – Rear end of horse

In many ways, we can be thankful that railways began in Europe and not Asia, where a very different animal was the usual beast of burden.




3

Figure 9 – Rear end of elephant

Rail Gauges in Australia

Why a country as small as Australia has 22 rail gauges, is difficult to understand. I suggest you refer to Tim Fisher’s excellent work on the subject.

Figure 10 Map of rail gauges in Australia

The map shows that the States surrounding NSW all made sure that their rail gauge was not compatible with NSW. One possible explanation is that Queensland built the narrow gauge because it was cheaper, again an all too common theme in rail history as the various Colonial and then State Treasuries viewed Railways purely in cost terms.

However that explanation for Queensland does not explain why Victoria built to a wider gauge, which would have been more expensive. The only semi rational explanation I could find is that the other Colonies wanted to ensure that the produce from their respective areas could not be shipped to Sydney, perhaps an early sign of the desire for domination present in rail history.

The American writer Mark Twain, writing in 1897 of his travels in Australia, told his readers what the interchange at Albury meant:

“At the frontier between New South Wales and Victoria our multitude of passengers were routed out of their snug beds by lantern-light in the morning in the biting cold of a high altitude to change cars on a road that has no break in it from Sydney to Melbourne! Think of the paralysis of intellect that gave that idea birth; imagine the boulder it emerged from on some petrified Legislators’ shoulders. It is a narrow-gauge road to the frontier, and a broader gauge thence to Melbourne. The two governments were the builders of the road and are the owners of it. One or two reasons are given for this curious state of things. One is, that it represents the jealousy existing between the colonies – the two most important colonies of Australasia. What the other one is, I have forgotten. But it is of no consequence. It could be but another effort to explain the inexplicable. All passengers fret at the double-gauge; all shippers of freight must of course fret at it; unnecessary expense, delay, and annoyance are imposed upon everybody concerned, and no one is benefited.”

Mark Twain also had some comments on the rolling stock.

“Why, that train from Maryborough will consist of eighteen freight-cars (wagons) and two passenger kennels; cheap, poor, shabby, slovenly; no drinking water, no sanitation arrangements, every imaginable inconvenience; and slow? – Oh, the gait of slow molasses: no air-brake, no springs, and they’ll jolt your head off every time they start or stop…They spend tons of money to house you palatially while you wait fifteen minutes for a train, then degrade you to six hours’ convict transportation to get the foolish outlay.”

So much for placing the customer at the centre of all we do.


4


Figure 11 Horse drawn rail carriage

A tramway using iron rails was laid in Newcastle in 1827 and used by the Australian Agricultural Company. But, while this is the first recorded use of rail transport in Australia, it was not a ‘railway’ in that it did not act as a common carrier, nor did it operate scheduled services. The same has to be said for the convict tramway opened in 1836 at Port Arthur, Tasmania. There was also a horse-drawn tramway which started operating in 1854 at the mouth of the Murray River between Goolwa and Port Elliot, a distance of eleven kilometres. All are worthy of note, but not railways as we know them. The first railway in Australia opened in Victoria one hundred and sixty one years ago (1854). It was steam-hauled, the first such train on the continent.

That first steam-hauled railway service ran between Melbourne and Sandridge (later Port Melbourne) on 12 September 1854. The first train pulled out of Flinders Street station at 2.20 pm and consisted of a third class open car carrying the band of the 40th Regiment, a first class car for the Lieutenant Governor, Sir Charles Hotham and the directors of the Melbourne and Hobson’s Bay Railway Company, and two second class cars for other guests. This line now serves as a light rail route.

In New South Wales, a year later, the Sydney-Parramatta line was opened (on 26 September 1855). The Sydney Railway Company had begun on 10 October 1849, to build a line from the colony’s capital with the intention of going as far as Goulburn, but was unable to continue as a viable business. A story that has been repeated with many of the initial Toll Roads in Sydney.

Third Class Travel

New South Wales abolished third class rail travel in July 1863. When the Government bought the troubled Sydney Railway Company in 1855; it inherited 12 third class

carriages. These were enclosed to only about half way up each side making for unpleasant travel in wet or windy weather. Moreover the ceilings only allowed standing for those who were 5 foot 6 inches or less in height which meant men could not stand in an era of tall hats. The four wheel carriages had plain wooden boards for seating and could accommodate 36 passengers.

In 1869, Victoria, 6 years after NSW abolished third class carriages, introduced third class carriages on its trains. The “initiative” was soon abolished after complaints of “sheep trucks” and “dog boxes”

Another example of” imagine the boulder it emerged from on some petrified Legislators’ shoulders”.

Endurance was a quality much needed in the rail traveller. Take the trip to Brisbane from Sydney by rail before 1 May 1889, at which date the Hawkesbury River was bridged.

The train pulled out of Sydney at 4:53 pm, terminating at River Wharf, Brooklyn, at 6:30 pm. The railways department then allowed one hour and fifteen minutes for the transfer across the Hawkesbury River with the steamer General Gordon carrying all the passengers, Iuggage and mail to Mullet Creek for loading onto another train. There the Northern Mail awaited, ready for a 7:45 pm departure. Next morning, passengers in the sleeping compartments were woken early and told their cars would be coming off when the train arrived at West Tamworth by 7:00 am, with the annoyed travellers having to get out of bed, pack and move to sitting cars.

The train reached the border town of Wallangarra, where the New South Wales standard gauge met the Queensland narrow gauge, at 5:00 pm the following day. A connecting Queensland Government Railways narrow gauge train pulled out thirty minutes later, reaching Brisbane at 6:05 am on the third day of the journey. When, on 1 May, the Hawkesbury River Bridge was brought into service, two hours and twenty seven minutes were cut from the overall journey, although this first direct Sydney-Wallangarra train was fifty-seven minutes late arriving at its destination.

When New South Wales mining town of Cobar celebrated the centenary of its connection to the railway network in 1992, a local historian recalled how the daily train departure to Sydney was the big event of the day. Around the start of the Great War, women would come to the station to farewell



5

friends. They would be dressed in tailored suits, their hair done up in a bun, both their hair and hat kept in place by several long pins. Veils and gloves would always have been worn. Shopkeepers armed with warrants would be watching to see whether any of their debtors were skipping town; if so, they could call on the policeman who always attended the daily departure.

Children returning to boarding school would be neatly dressed, complete with school ties. Commercial travellers would be boarding with their sample cases, as would businessmen needing to have meetings in Sydney. The guard’s van, placed opposite the parcels office, would be in the process of being loaded, with huge steel trunks belonging to passengers being heaved aboard.

Portmanteaux and Gladstone bags would be taken inside the carriages by the travellers and placed in the luggage racks. The guard’s van included a travelling post office and letters could be posted through a slot in the side of the van right up until the train departed.

Welcome to the age when the railway was part of almost every Australian’s life. Even if they did not travel on trains all that often, the average Australian would have gotten most of the necessities of life via the railway.

For those boarding our train at Cobar, the trip would be twenty hours, complete with refreshment stops at Nyngan, Wellington and Orange. But it was a good deal better than the week it would have taken to cover the same distance by horse-drawn vehicle.

The Age of Railway Commissioners

Railway history has shown that Railway Commissioners were, always male, and among the most powerful employees of any State. They were the largest employers of many country towns which relied on the railway for the delivery of most of their goods and the transport of many of the people. One of the more famous of the Railway Commissioners was Harold Clapp, later Sir Harold Clapp, who was the Chairman of the Victorian Rail Commissioners for the period 1919 to 1939.

One story about Harold Clapp is that he visited the United States and was taken with a saying from the President of the Southern Pacific Railroad and made it his motto.

The saying was:

“Railroading is only ten percent iron; the other ninety percent is Men”

Unfortunately, it appears that, Harold and his fellow Commissioners in other States, took this saying too literally, for females, except during WWII, were rarely seen on the railways and never in positions of authority.

A possibly apocryphal story told by a guest speaker at an Australian Railway Historical Society meeting over 40 years ago goes something like this.

Harold Clapp went to the then Minister of Transport in the Dunstan government with the plans and costings of the Spirit of Progress. The conversation is alleged to have gone as follows:

Minister:

“Commissioner, I cannot possibly authorise you to spend one hundred thousand pounds on just one train.”

Clapp:

“Minister, I can’t run a good railway without spending money and if I don’t run a good railway you won’t have any money to spend.”

As history reveals, Clapp got the money.

Of course, Clapp was, at that time, running the VR at a considerable surplus on an Earnings before Interest basis.

In those days VR was run as a business, not a charity and the Chairmen of Commissioners usually outlasted several Ministers, whose names are now forgotten.

This short anecdote reveals some of the power these Commissioners commanded.

Innovation

Old railway men, (there were very few women), were very innovative with what was at hand.

While fettlers in NSW travelled on Quadricycles, those in Northern Australia travelled in style. Figure 12 shows an old Morris car that has been converted to allow its use on the North Australia Railway. Note the headlight mounted on the roof, the horn on the front fender and the water bag slung across the front. This photo was taken in 1953 and is from the Peter Dunham collection.


6


Equal Opportunity

An attempt to address the imbalance of females was made in the 1980s when 7 female fettlers were recruited in the Blue Mountains. For those who are not familiar with the railway in this area, it consists of continuously winding curves through high cuttings and steep embankments

Fettlers were always good judges of character and a person’s ability to do the job. The fettlers in this gang were no exception and were also equal opportunity employees, a rather rare commodity in those days.

On the first day of employment, they gave the 28 lb (14kg) sledge hammer to each of the new female recruits and asked them to swing it. One recruit lifted it above her head, but lifted it too far and the sledge hammer tumbled down the embankment. Unfortunately she didn’t let go and so she tumbled with the hammer. After one month, four of the recruits had left. However one did stay for three years and was considered a good worker by the other members of the gang.

Figure 12 – Converted Morris car

What have we learned!?

• The Rail Industry had/has plenty of domination, usually male.

• Horses played an important part in rail development. From the historic origins of Standard Gauge to being a major part of rail construction. The last Per Way Inspector for Horses was appointed in 1951.

• Railways were a dominant factor in the reasons for the existence and also the survival and social fabric of many Country Towns.

• To survive as a rail passenger you had to be tough and have a sense of adventure.

• Railway Commissioners commanded very powerful positions.

• Railway life was harsh. To remain in the railways you had to be very tough and persistent.

• Railway History is littered with a litany of monumental transport planning disasters, unlike the present day of course.

But what about question you are all asking – where are “the lashings of sex”? After many, many hours of diligent research, I did come across several stories of salaciousness, but they were too gruesome for such a gentle readership (the PWI Journal has never been X rated) and the stories could not be verified by another source.

Finally, what about the other part of the conference theme “the Allure of the Rail Industry”?

For the answer to that question I refer you to the quote by Harold Clapp, which I think he got almost right.

“Railroading is only ten percent iron; the other ninety percent is Men.” I believe he should have said:

“Railroading is only ten percent steel; the other ninety percent is People”.

It is the people who provide the “allure” of the Rail Industry. You will hear more on this topic in the later sessions of the Convention.

Acknowledgement

The author would like to thank the PWI for the opportunity to present this paper.

References

1. On Wooden Rails – celebrating 150 years of work on NSW Railways by Peter O’Connor

2. Along Parallel Lines – a history of the Railways of NSW 1850-1986 by John Gunn

3. PWI of NSW archives

4. 50 Shades of Grey by E.L. James

5. The Railway Age in Australia by Robin Bromby

6. Farewell to Trains by David St John Thomas

RAILWAY TECHNOLOGY AND INNOVATION – DRIVERLESS TRAINSBy Alan Trestour – Customer Director, Alstom Transport and Alan De-Reuck – Customer Director, Alstom Transport

F I R S T S E S S I O N I R A I L W A Y T E C H N O L O G Y A N D I N N O V A T I O N – D R I V E R L E S S T R A I N S

7

1. Definition of train Automation

The notion of Automatic Train Operation (ATO) defines the operational safety levels against functional requirements needed to help automate train operations.

The International Association of Public Transport (UITP) has defined five Grades of Automation (GoA) for trains. The GoA’s are defined according to basic functions of train operation and split in operational responsibilities whether it is for humans or the system itself.

– GoA 0 is a train driver on-sight operation, similar to a tram system running in street traffic, reliant entirely on train driver to manage the system safety.

– GoA 1 is a train operation where a train driver controls starting and stopping, operation of doors and handling of emergencies or sudden diversions, but with an Automatic Train Protection (speed and signal past at danger protection control).

– GoA 2 is semi-automatic train operation (STO) where stopping is automated but a driver in the cab starts the train, operates the doors, drives the train if needed and handles emergencies. Many ATO systems are GoA 2.

– GoA 3 is driverless train operation (DTO) where starting and stopping are automated but a train attendant operates the doors and drives the train in case of emergencies.

– GoA 4 is unattended train operation (UTO) where starting and stopping, operation of doors and handling of emergencies are fully automated without any on-train staff.

2. History of driverless system and levels of train Automation

Figure 2 – First Light rail automated transit systems (VAL)

Historically, ATO was first used on automated guideway transits and subways which were easier to ensure safe transportation of humans. The name ‘VAL’ was originally used for this system of operation because it represented the route of the first line – Villeneuve d’Ascq à Lille (i.e.: Villeneuve d’Ascq to Lille) – this system was the first fully automated driverless metro in Europe, starting service in 1983 and can cope with unanticipated demand by inserting additional trains into the network as required, remotely from the control centre. The control centre computer system automatically speeds up or slows down trains in order to maintain a timetable. The “train” length is just 26 metres in length (two linked cars), 2 metres in width and with a passenger capacity of 152 per twin-unit train the VAL trains are smaller in size and mass than traditional suburban trains. They partially make up for their low passenger capacity however by being able to operate at headways of as close as 60 seconds.

Figure 1 – Grades of Automation


8

RAILWAY TECHNOLOGY AND INNOVATION – DRIVERLESS TRAINS

The advantage of using ‘lightweight’ trains such as these is that it reduces the cost of building the overall system. Shorter trains require shorter (cheaper to construct) stations whilst lighter-weight railcars require physical infrastructure which is of a lower mass and therefore also less expensive to construct.

Most ATO system operators elect to maintain a driver (train operator) to mitigate risks associated with failures or emergencies; however, this operational arrangement is made at the discretion of the train service operator.

More recently, modern rail systems are linked with Automatic Train Control (ATC) and in many cases Automatic Train Protection (ATP) where normal controller operations such as route setting and train regulation are carried out by the computer system. An ATO and overlay of ATC/ ATP combined systems work together to maintain a train within a defined tolerance of its timetable. The combined overall system marginally adjusts operating parameters such as the ratio of power to coast when moving and station dwell time, in order to bring a train back to the required timetable slot defined for it.

From standalone “Speed Code systems” to CBTC (Communications Based Train Control)

“Speed Code systems” were first introduced in the 1960s, to manage automatic operations of guided vehicles including light trains.

A Speed Code system transmits a signal indication from the interlocking to the train via the rails. This system met the main requirements of operators including:

– Presentation of a “cab-signal” on the driver display

– Full safety from the ATP supervision

– Driver assistance with ATO operation

– Some reduction in equipment (only a few back-up line-side signals are required)

This technology however has two limitations. Firstly, the train only sees a code for the speed to be reached by the next track circuit section. There the train does not have a view of the track speed profile and the train-running speed is not optimized. Secondly, very short track circuits of 50 metres are required if the trains are to be able to run at short intervals (headway); this makes the implementation of such a system fairly complex with much trackside equipment to be maintained.

Figure 3 – Typical CBTC System



9

The CBTC technology was first developed in the 1980s as an improvement to the previous existing “Speed Code” systems. Definition of a CBTC system is a “continuous, automatic train control system utilizing high-resolution train location determination independent of track circuits; continuous, high-capacity, bidirectional train-to-wayside data communications; train-borne and wayside processors capable of implementing Automatic Train Protection (ATP) functions, as well as optional Automatic Train Operation (ATO) and Automatic Train Supervision (ATS) functions.”, as defined in the IEEE 1474 standard.

Modern CBTC technology has been developed in a series of stages from 1980 to today:

1. Bi-directional transmission (train to track, track to train) for moving block was implemented in 1985 using a cable loop placed between the rails (as shown on the photo below) on a medium capacity line in Vancouver.

Figure 4 – Cable loop

2. Alstom Transport, Siemens and Ansaldo developed the function of transmission of the track in running profile (description of track and speed) to the train in 1987.

3. The implementation of CBTC on a driverless heavy metro with transmission by a cable placed between the rails was achieved on Paris Line 14 (METEOR)

4. Alstom Transport achieved the implementation of a radio-based moving block on a driverless heavy metro in 2003 on the Singapore North-East line, the world’s second longest fully underground, automated and driverless, rapid transit line with a waveguide transmission system.

5. The implementation of CBTC to modern radio (compact and standardized), was achieved both by Alstom Transport and Siemens in Beijing for the 2009 Olympics.

3. Drivers, benefits and Risks of driverless metros


10


Urban transit systems such as urban rail in large cities are facing continuous increases in ridership demand around the world as a result of urban economic activity encouraging transit in ever increasing numbers to and from within the cities.

This increase in urban transit demand is translated by pressures on the system with respect to:

– Augmentation in capacity of the transit system

– Higher performances in availability and reliability of the system

– Increased complexity of the operating environments (such as timetable and resources management)

– Higher operating costs

• Benefits of driverless systems

There are many benefits for choosing an automated, driverless system. Some of these benefits include:

Increasing the capacity

Conventional suburban lines are built for a train frequency of between 180 to 200 seconds headways (or 3-3 ½ minutes), which are typically maximum frequencies of train movements during morning and evening peak hours. With a new ATC system in place, additional (virtual) blocks exist between stationary block signals, thus significantly increasing line capacity – a typical example being train frequency of 90 seconds achieved on the Moscow Metro with up to 9 million persons travelling on these trains on a daily basis. However, these new blocks can only be used by ATC-operated trains

since they are virtual and have no stationary signal associated with them that can be observed by a driver-operated train without ATC equipment. Thus the increased line capacity can only be effectively used after the system has been converted to full ATC operation.

Reduced Operating Costs

Reduction in Operating cost by controlled energy consumption and optimizing deployment of resources.

No driver required. These experienced resources can be trained as service employees, available to passengers inside the carriages and on platforms to look out for disruptions and possible crime, thus increasing the subjective security, supply information and answer passenger queries and other general passenger assistance.

Improve safety and passenger satisfaction

Former drivers who were behind a closed door before, busy with the operation of the train can be trained for redeployment as key customer service attendants, more visible and responsive to passenger needs.

Automatic Train Regulation: Operating flexibility and

improved on time running reliability

ATC-controlled trains in storage tracks can be activated instantly, making it possible for the line controller to put additional trains into passenger service at a moment’s notice when he observes unexpected increases in passenger numbers on the line. The fact that resource notice and central control interface are minimal enables this to be achieved at relatively short notice.

Figure 5 – Evolution of rail ATC and Interlocking equipment over time



11

• Securing a driverless system corridor

An important consideration for CBTC full UTO systems is that they are generally totally closed systems of operation – fully segregated and secure right of ways with controlled access. Generally, this requires building high chain-link fencing along the corridor tracks with CCTV cameras and monitored secured access gates.

Perimeter intrusion detection systems linked to the CCTV system are also recommended – these provide instantaneous information on the location and nature of the intrusion to the Operating Control Centre (OCC). If at grade road crossings are present, they all need to be replaced by over/under pass for the UTO tracks. If the line runs next to a freight route, specific provision will have to be taken to prevent encroachment secured right of way following a derailment.

• Operating risks of automatic driverless trains

Automated railways work on the basis of the trains collecting information about the line ahead, signals, maximum speeds, train positions etc. as they travel, very much reliant on the robustness of the communications network. Should the communications fail, the system fails – bringing operations to a complete stop within the controlled area, as this is the only realistic way of ensuring absolute safety. Where there are railway staff on the trains it is often possible for them to override the ‘no code / automatic stop’, but for safety (to reduce the risk of colliding with a train in front – especially when in tunnels) when in this emergency mode the trains are normally restricted to a very slow speed. Typically, this will be something like 10mph or 15km/h. If the fault is ‘just’ that one train has lost the ability to receive the communications signal, then it is usually possible for the train to be driven at this speed to somewhere where it can be taken out of service without blocking the rest of the route. But, realistically at that very slow speed it is inevitable that all other trains behind it (plus the passengers!) will experience significant delays.

4. Driverless systems functionality & Technology enablers for driverless system

The main objective of CBTC is to increase capacity by safely reducing the time interval (headway) between trains travelling along the line.

Traditional legacy signaling systems were designed to ensure the detection of the trains in discrete sections of the track called ‘blocks’. Each block is protected by signals that prevent a train entering an occupied block. Since every block is fixed by the infrastructure, these systems are referred to as fixed block systems.

Unlike the traditional fixed block systems, in CBTC systems the protected section for each train is not statically defined by the infrastructure (except for the virtual block technology, with operating appearance of a moving block but still constrained by physical blocks).

This can be achieved with the trains continuously communicating their exact position to the equipment in the track by means of a bi-directional link (train to track and track to train); either using inductive loops or radio communication.

A trackside computer tracks all trains in the assigned section of line and calculates an appropriate movement authority for each train. As a result, trains are routed continuously and can then run at shorter headways than when driven manually on sight.

– In fully automated mode, metro trains are driven by the automatic train control (ATC) together with control and protection of the line by interlockings.

– To this end, the trackside computers are constantly exchanging data with the computers of the higher-level system in the control centre and the computers on board the train by radio (using high frequencies).

– On board, the Automatic Train Operation (ATO) system replaces the metro driver and controls the train’s speed.

– The ATO computer is continuously monitored and, if necessary, corrected by the Automatic Train Protection (ATP) system which comprises track side and train borne elements.


12


Figure 6 – Conventional fixed block system

Figure 7 – Moving block system



13

Please refer below for the definitions of the system’s elements.

Automatic Train Protection (ATP): The ATP system (includes on board and trackside components) is responsible for the basic safety function. It avoids collisions, red signal overrunning (SPAD) and exceeding speed limits by applying brakes automatically. A line equipped with ATP corresponds (at least) to a GoA1.

Automatic Train Operation (ATO): Ensures partial or complete automatic train piloting and driverless functionalities. The ATO system performs all the functions of the driver, except for door closing. The driver only needs to close the doors, and if the way is clear, the train will automatically proceed to the next station. This corresponds to a GoA2. Many newer systems are completely computer controlled; however, most system operators still elect to maintain a driver, or a train attendant of some kind to mitigate risks associated with failures or emergencies. This corresponds to a GoA3.

Automatic Train Control (ATC): It performs automatically normal controller operations such as route setting and train regulation. The ATO and ATP systems work together to maintain a train within a defined tolerance of its prescribed timetable. The combined system will marginally adjust operating parameters such as the ratio of power to coast when moving and station dwell time, in order to bring the train back to the timetable slot defined for it. There is no driver, and no staff assigned to accompany the train, corresponding to a GoA4.

ATC equipment is made of:

train-borne equipment, including:

• UNIVIC computer which implements both ATP and ATO functions and interface with other onboard ATC equipment and train equipment (traction, doors control, emergency brake…) on a redundant network (2 computers on trains).

• Beacon antenna, which sends an energizing signal to activate the balises on the track that reads messages sent back to the balise, detects the precise balise location and sends information to the UNIVIC.

Figure 8 – CBTC Communications Network


14


• Odometer, which measures the wheel rotations for calculation of distance and speed by the UNIVIC.

• DMI, which in the event of manual driving will present the train control indicators to the driver in a backup operation included degraded model (in UTO configuration).

Track side equipment, including:

• Zone Controller (ZC), which calculates the right location and movement for each train and supervises the PSD.

• Line Controller (LC), which provides the TSR on request and line data update permanently to each train.

• Balise which provides localization information to the train, and are placed every 200m along the track.

Finally, two other key components of the CTBC are the ATS (Automatic Train Supervision) and the DCS (Data Communications System).

The DCS allows the overall system to have a continuous communication between all parts of the CBTC system and can also provide telecommunication services (radio and LAN networks) for non-vital signalling functions such as PIS and CCTV. The DCS network is configured fully redundant and uses standard protocol between all sub-systems.

The ATS is a traffic management function, and is dedicated to the overall monitoring of all signalling and train operation data and to the management and supervision of the traffic regulation algorithms including scheduled timetable and headway. It automatically issues commands on track routing and assigns new operational missions to trains. The operator can also intervene in event of a degraded operation to move the train manually (via a joystick).

5. High level of Safety on driverless trains:

There is no compromise on the safety of passengers on driverless systems, as summarized by the following points:

• In the event of an emergency call or emergency brake activated by a passenger, the OCC (Operations Control Centre) will obtain direct audible and visual communication link thanks to full passenger CCTV surveillance inside trains. Therefore, each incident is monitored live and appropriate intervention can be triggered quickly and effectively.

• In the event of a fire break out inside the train, smoke detector and temperature sensors will trigger an instant alarm in the OCC and the train is stopped automatically at the next station, where personnel can investigate the cause of the fire alarm.

• A public-address system in the passenger area serves for the announcement of operational and traffic information. If required, passengers can contact the OCC at any time via the emergency call point. A passenger who triggers an alarm is connected directly via an audio visual radio.

• Visual and audible signals announce closing of passenger doors on the train. The train doors are interlocked with Platform Screen Doors (PSD), by means of flashing light at the doors as well as a beeping sound. The information is also relayed to persons of impaired vision and hearing.

The above functions combined together with the speed control, monitoring and train spacing protection make the driverless trains one of the safest modern transport systems.

The DCS allows the overall system to have a continuous communication between all

parts of the CBTC system and can also provide telecommunication services (radio

and LAN networks) for non-vital signalling functions such as PIS and CCTV.



15

6. Alstom’s driverless systems around the world

Through its cutting-edge information solutions, Alstom brings operators the means to ensure the transport of passengers in total safety and fluidity, optimising the capacity of urban lines.

Alstom provides cities all over the world with its CBTC Urbalis signalling system, which represents a footprint of around 25% of global CBTC solutions deployed worldwide. This range offers comprehensive and upgradeable signalling solutions and guaranteed reliability, safety and security of the train operations.

All four different grades of signalling control automation from GoA 1 (ATP) to full GoA 4 (UTO) can be offered with the Urbalis product range, and there is a solution adapted to each metro service operating requirement.

With 9 fully UTO metro system projects awarded over the last fourteen years (including Sydney Metro Northwest), Alstom is constantly striving to innovate in the field of metro driverless solutions.

Figure 9 – Alstom Reference Sites

TORONTO YUS LINE

MEXICO L12

PANAMA L1

SANTIAGO L1

AMSTERDAM 5 LINES

LILLE L1

MALAGA L1 & L2

SAO PAULO L1 & L2 & L3

Radio CBTC Reference Renovation Driverless

LAUSANNE M2

MILAN L1

DUBAI AL - SAFOOH LINE

RIYADH 3 LINES

KUNMING L1

SHENZHEN L2 & L5

BEIJING AIRPORT EXPRESS

WUHAN L2 & L4

SHANGHAI L10

WUXI L1 & L2, NINGBO L1

BEIJING L6

SINGAPORE NORTH EAST LINE

BEIJING L1 & L2

BEIJING FANGSHAN & L9

SHANGHAI L12 & L13 & L16

GUANGZHOU L6

TAICHUNG

HONG KONG SIL (E)

SINGAPORE CIRCLE LINE


16


City Line/system New line / Rev / Ext

Award Year Commissioning No

Lines km km at grade

km tunnel

km elevated

No of trains

No of stations

SingaporeNorth-East

LineNew Line 1998 2003 1 20.0 0.0 20.0 0.0 40 16

Singapore Circle Line New Line 2000 2009 1 32.0 0.0 32.0 0.0 46 29

Lausanne m2 Revamping 2001 2008 1 5.9 1.5 4.4 0.0 15 14

ShanghaiShanghai L

10 TIS SIGNew Line 2007 2010 1 36.0 0.0 36.0 0.0 41 31

Hong Kong SIL (E) New Line 2011 2017 1 7.0 0.0 6.0 1.0 14 5

Taichung Green Line New Line 2011 2018 1 16.7 16.7 0.0 0.0 36 18

LilleLine 1

renovationRevamping 2012 2017 1 15.0 0.0 8.5 5.0 27 18

Riyadh

Orange

Purple

Yellow Lines

New Line 2013 2019 3 63.8 6.8 27.0 30.0 69 26

Figure 10 – Alstom’s URBALIS range CBTC deployment reference for UTO (full driverless automation) on metro lines across the world

(excludes Sydney awarded in 2014)

Paper sources:

1. UITP “METRO AUTOMATION FACTS, FIGURES AND TREND”

2. Observatory of Automated Metros home page: http://www.metroautomation.org

3. ALSTOM Urbalis 400 product range description (Alstom copyright)

4. ALSTOM CBTC RANGE – IRSE presentation June 2015

2015 WELDERS AWARD

F I R S T S E S S I O N I W E L D E R S A W A R D 2 0 1 5

17

Nominations for 2015 PWI Welders Award

Judges

The PWI introduced this Award in 2002 to recognise the efforts of field workers in the area of rail welding.

This award attracts entries from all over the State, which is testimony to the wide geographic base of PWI members. This Award is proudly sponsored by two of our Corporate Members, Railtech and Thermit.

Judging Criteria is based on:

• Must be a qualified Welder with a minimum of 70 welds in the previous 12 months

• Ultrasonic Failure Rates Percentage

• Alignment Rejection Rate Percentage

• Site clean up/consideration of the environment

• Difficulties overcome

• Safety/LTI (Lost Time Injury) Rate for nominees’ welding gang

NAME COMPANY

Adrian Oh Sydney Trains

Mathew Selves Sydney Trains

Stephen Milgate Sydney Trains

Jonathan Fusi Affective Rail

Geoff Hopkins MP Rail

Will Stapley MP Rail

Tony Britton ARTC

NAME COMPANY

Brett Noble Sydney Trains

Anthony Morrow Sydney Trains

Chris Oglesby JHG/CRN

Peter Hart Multi Civil Rail

Jamie Poideven Multi Civil Rail

Luke Tesser ARTC

Mark White, Speno Rail Maintenance Australia Pty Ltd

John White, Multi Civil Rail Pty Ltd (MCR)

Mark Stapley, MP Rail Pty Ltd

Ross Ginn, Rogin Ultrasonics Pty Ltd

Jason Glasspool (Previous Winner)

F I R S T S E S S I O N I Y O U N G A C H I E V E R A W A R D 2 0 1 5

18

2015 YOUNG ACHIEVER AWARD

To be eligible for this award, an entrant must be 35 or younger at the 1 January of the year of entry. The Committee realise that this statement may bring some mirth. The aim is to gradually reduce the upper age limit to 30, once more younger members join. The proposed age limit of 35 allows more current members to be eligible.

Judging Criteria

Age: The Entrant needs to be 35 or under at the 1st January of the year of entry.PWI Membership: The entrant needs to be a financial member of the PWI NSW at the time of entry.

Technical Paper or Presentation or Project or Program of Works

The Award will be judged on either a Technical Paper that has been written (and preferably presented) or a Project or Program of Works that has been completed, within the last 18 months.

Judging is based on:

Relevant Criteria Available Score

Relevance to Perway 20Difficulties Overcome 20Quality of Paper and/or Presentation 20Amount of Innovation 15Ongoing benefit to the rail industry 15Technical Excellence 10Total Score/Marks: 100

Award

Up to $10,000, to cover:

• Transport, registration, insurances and accommodation to a relevant railway conference (PWI approves the attendance at the nominated conference).

• Award must be taken within 2 years of being presented or agreement reached with the PWI Committee to be deferred for a longer period.

• The award may not be presented in a given year if entries are not considered suitable.

Conditions

Previous winners of this Award (or similar such Awards, (e.g. the RTAA Frank Franklyn Award) will be excluded from resubmitting an application for this Award for a period of no less than five years from the time of submitting their application for their winning Award. The subject of the Award must relate to the Applicant’s current employer who will be required to provide a reference. The successful Candidate will present at the next relevant Technical meeting, a summary of the attended conference and any associated industry visits.

Michael Hickey, Life Member PWI

Lachlan Daniel, Mott McDonald

Geoff Wannan, GJW Management

Julian Sharp, Leightons Contractors

David Spiteri, Transport for NSW

Judges



19

The technical paper “Extracting Operational Efficiency from an Existing Rail Asset”, authored by Mark Xerri details the

investigation of the current speed profile and assessment of

potentials speed optimisations on the Inner West Extension

(IWE) of Sydney’s light rail network. The 5.6 kilometre IWE

which was opened on 27 March 2014 connects to the existing

light rail network at Lilyfield and terminates at Dulwich Hill.

The paper is a case study of the speed profile investigation

that the author was involved in that;

• recommended a standard for setting light rail speed profiles

• reviewed existing speeds and speed board locations on

the IWE

• recommended an optimised speed profile to take advantage

of newly procured rollingstock

• provided the potential to produce meaningful journey-time

savings on the IWE

The paper explains the processes and innovations used

to investigate the current rail geometry, existing speeds

and constraints on the IWE and the tools developed of an

appropriate standard to review these speeds and recommend

an optimised speed profile. It also explores the development

of an appropriate standard for setting light rail speeds to be

potentially used as a starting point for light rail standards in

NSW and the investigation of light rail vehicle dynamics and

passenger comfort limits from first principles.

This paper aims to highlight the importance of timeliness and

comfort of transport services on the customer experience

as well as demonstrating how existing rail assets can be

optimised with minimal capital costs to deliver additional

operational efficiency without detriment to maintainability,

reliability or safety.

Extracting Operational Efficiency from an Existing Rail Asset

Abstract

Mark XerriParsons Brinckerhoff


20


This $10 million project is part of ARTC’s commitment to

providing 30 tonne axle load access to its customers in the

Upper Hunter Valley. The project was awarded in July and was

ready for commissioning in mid-November 2014.

Scope included:

• installation of 4 crossovers, 1 turnout and 1 catchpoint

• refurbishment and strengthening of 3 turnouts

• full depth reconditioning of 1km of plain line track and turnouts

• construction of new 600 metres of track

• track strengthening of 800 metre of sidings

• installation of approximately 2km of drainage, including pits

• modification of existing track circuits, installation of new axle

counter and CSEE track circuits

• installing an active traffic and pedestrian level crossing

• complete changeover from mechanical to

motorised interlocking

Gunnedah Yard Upgrade Project

Abstract

Ray BadenMartinus Rail



21

The Rooty Hill Rail Distribution Centre site covers 15 hectares.

The site was chosen due to the unique access opportunities

that include rail (Main Western Railway) and road (M7). The

project involved:

• Construction of rail siding with aggregate unloading facility

• On ground concrete storage bins and truck load out facility

• A conveyor system linking the unloading station to the

storage and truck facilities

• Bridges over Angus Creek

• Truck wash down, refuelling, weighbridge and

parking facilities

• A radial stacker

• A blending plant/plug mill

• A concrete batching plant

• Office and testing facilities

Rhomberg Rail built the 1,100 metres of plain track,

two 1 in 9 standard turnouts, and a 50 metre track slab

section, two 1,100 metres of sidings.

The project was completed with no LTI and no safety

incidents.

The project was completed to time and budget.

Rooty Hill Distribution Centre Track Construction Project

Abstract

Sarah-Ann Brennan Rhomberg


22


Lubrication of the high rail gauge corner in curves increases

wheel and rail life, reduces train energy consumption (fuel

or electrical power), reduces the risk of train derailments,

reduces train emissions and reduces wheel/rail noise.

Effective lubrication occurs when the friction levels between

the wheel/rail interfaces are controlled such that the stresses

are reduced without compromising wheel traction. Achieving

such a level of rail lubrication requires a scientific approach to

creating a lubrication strategy that prescribes a detailed design

applicable to a section of track.

This paper examines a scientific approach to wayside

lubrication developed with TfNSW based on experience

from North America; its suitability for use on the Sydney

Trains network, and the benefits over the existing approach

to lubrication. A field trial was conducted to collect data to

demonstrate the effectiveness and efficiency of this strategy

and to assure asset owners and operators that the required

lubrication levels can be achieved safely.

Use of a hand push tribometer to measure coefficient of friction on the gauge corner

Measuring the COF on top of rail

Koolewong Lubrication Trial

Abstract

Neville (Matthew) BlandfordBEng (Civil)(Hons)

GHD



23

Olivia Gardens, a residential block of 69 individually-owned

units in Surry Hills, brought many challenges to the Transport

for NSW (TfNSW) Property team. It was the first time in

NSW a whole complex of units was acquired individually

pursuant to the Land Acquisition (Just Terms Compensation) ACT 1991 (LAA).

The difficulties faced were overcome through TfNSW’s

willingness to listen to the needs of the property owners and

make provisions to assist with the relocation of owners and

tenants to new premises without comprising the provisions

of the LAA.

TfNSW was able to settle 90 per cent of the purchases by

negotiated agreements with only eight of the 69 owners

proceeding to the compulsory acquisition process. All matters

were eventually resolved and settled without the intervention

of the Land and Environment Court.

Acquisition of Olivia Gardens for Light Rail Project

Abstract

May LyTransport for NSW


24


Design and construction of 22km third road adjacent to main

line, including earthworks and 6 new bridges and numerous

culvert extensions.

The Australian Rail Track Corporation (ARTC) identified a need to

improve coal carrying capacity and safety at level crossings on

the Main Northern Railway between Maitland and Minimbah.

The Hunter8 Alliance, comprising ARTC, John Holland and GHD,

delivered a 22km third road adjacent to the existing main line.

Earthworks comprised widening numerous rock and residual soil

cuttings and variable fill embankments up to 11m deep, six new

bridges and culvert extensions of varying sizes.

Design and construction of 22km third road adjacent to main line

Abstract

Rebecca MainARUP

Figure 1 Simplified Hunter8 Project Team Structure

Figure 3 Black Creek Bridge

Figure 2 Station Lane Overbridge Figure 4 City side abutment



25

The CSELR investigation works were undertaken over a

two year period. The key disciplines undertaken include

survey, geotechnical/contamination and trenching over

the 12.5 Km of the light rail alignment. Facts and figures

of this investigation include:

• 3,500 utility pits surveyed and photographed internally

• Over 100,000 utilities surveyed

• 1800 metres of trenching and potholing performed

• Over 100 geotechnical investigations performed

• Over 2 terabytes of data processed to produce

a 3D model for above and below ground

The project tested different water pressures

and nozzles used for non-destructive testing to

determine the best type to be used. This testing

was done in conjunction with the various

Utilities and resulted in several alerts being

issued to the broader industry.

CBD and South East Light Rail Investigation Works Program (CSELR)

Abstract

Mark O’SheaTransport for NSW


26


This entry is for the completion of a retransoming of

Minnamurra Bridge on the South Coast line of the then

RailCorp network. The bridge was retransomed in Fibre –

reinforced Foam Urethane (FFU) transoms as a trial for the

RailCorp network in 2012 and several test transoms are

now being removed for testing and type approval for

Sydney Trains.

The Minnamurra Railway Bridge is located between Dunmore

and Minnamurra on the South Coast line and was constructed

in 1924. Due to life-expired timber transoms a renewal project

was required. The delivery of this project was critical for the

integrity of the track structure on the bridge. Several options

were considered including replacement with timber, direct

fix rail on a concrete slab, a concrete ballast top bridge and

a new product to the RailCorp network; Fibre-reinforced

Foamed Urethane (FFU) transom. A cost benefit analysis

was conducted and replacement with FFU transoms was

selected as it was the best value for money option, having

a design life of 50 years and similar properties to timber.

This option has been installed as a trial prior to broad

acceptance of the product for the RailCorp network which

is currently being processed.

The project was delivered during a ten day close down of the

South Coast line and faced many challenges including:

• Needing to hand back track every second night for the

running of freight trains

• The track was a single track bridge and the design required

an increased rail height complicating hi-rail plant access

• Installing new much larger plates on the existing bridge

would impinge upon the transom bolt resulting in a less

desirable countersunk transom bolt option that would inhibit

structure inspection; however the project team was able to

overcome this.

Despite these issues the project was delivered successfully

and the FFU trial will soon come to an end when transoms

are removed from the bridge for testing and eventual type

approval in the Sydney Trains network.

Minnamurra Bridge Retransoming

Abstract

Pat SeyrakBachelor of Civil Engineering (Structural)

Bachelor of Science (Physics)Sydney Trains

Chairman: Stephen Pascall (Laing O’Rourke)

Paper 1: The Black and White of a Rail Project

Frank Johnson and Joaquin Mas,

North Strathfield Rail Underpass Alliance

Paper 2: The New Shade of Transport

Wesley Heron, Transport for NSW

2015 Alan Barham Maintenance Team Award

Second Session


NSRU – THE BLACK & WHITE OF A RAIL PROJECTJoaquin Mas – Operations Manager, North Strathfield Rail Underpass AllianceFrank Johnson – Engineering Manager, North Strathfield Rail Underpass Alliance

S E C O N D S E S S I O N I N S R U – T H E B L A C K & W H I T E O F A R A I L P R O J E C T

27

1.Introduction

Despite the literary connotations of the Permanent Way Institution Convention theme, there are few shades of grey in per way projects, especially on the live rail network. Rather, life on the track is really black and white, right through from inception to operation.

For example:

• Your project either fits into the available track layout or it doesn’t

• The chosen construction methodology and staging is practical or it isn’t

• Works are completed without delaying trains or they aren’t

• Track possessions are handed back on time or they’re not

• The work is commissioned successfully or it isn’t

• The client and other stakeholders are happy or they’re not.

This paper looks at some of these black and white issues in relation to the North Strathfield Rail Underpass Project.

There is, of course, a distinct relevance here, for to some the underpass would be a black hole anyway, starkly contrasting with the white light at the end of the tunnel.

2. The Project

The North Strathfield Rail Underpass (NSRU) Project is part of the Northern Sydney Freight Corridor, a joint initiative of the Australian and NSW governments. The program will increase capacity for interstate container freight and remove the most serious bottleneck on the East Coast interstate network, which connects Australia’s three largest cities; Melbourne, Sydney and Brisbane.

The aim of the project is to grade separate southbound diesel hauled freight trains from the electrified suburban rail network north of Sydney between Rhodes and the Flemington Goods Loop. The new freight line passes under three heavily trafficked suburban railway lines and one line currently not in use. The single track is electrified which allows Sydney Trains to move its trains from the Northern Line to Olympic Park for special events or as the system demands.

Figure 1 – Schematic of the North Strathfield Rail Underpass Project


28

NSRU – THE BLACK & WHITE OF A RAIL PROJECT

The underpass consists of a 140 metre long single track tunnel under the Up and Down Main North Lines and the Down Relief, together with North and South Dives, each of which is about 350 metres long. In addition, the project restored part of the currently out-of-use Up Relief and extended it to 3.5km to provide for an extended passing loop. The extension to the Up Relief created a new platform at Concord West Station, with a new aerial concourse and lifts.

Construction of the underpass was undertaken by the North Strathfield Rail Underpass Alliance (NSRUA), comprising Transport for NSW (TfNSW), Bouygues Travaux Publics and John Holland. TfNSW as the client selected the alliance model for delivery of this project because of the complexities of working in the live rail corridor, particularly as North Strathfield, is such a critical location on the Sydney network. Sydney Trains were involved in the delivery of NSRU, and accepted it for operations and maintenance.

The design of NSRU was provided by the Design Joint Venture (DJV), initially engaged by TfNSW but later novated to NSRUA. The DJV comprised Sinclair Knight Mertz (SKM – now Jacobs Engineering Group) and Parsons Brinckerhoff, with specialist designers HBO + EMTB and Mott MacDonald. Worley Parsons provided the signalling concept.

3. Site Limitations

It is worth mentioning the site restrictions encountered on the NSRU. On the southern end, the project was bound by the existing Freight Loop around to Flemington Markets. This was already a tight curve so there was an absolute boundary there. On the northern end, the existing Pomeroy Street overbridge and Beronga Street services bridge near North Strathfield Station dictated the start of the dive. A more “generous” site would have made design and construction easier but these black and white restrictions had to be met.

Through the site, services on the existing lines had to be maintained. While this was an absolute requirement, innovation on part of the NSRUA resulted in a better construction outcome while still complying. Through detailed planning and Methods Engineering (see Section 8), NSRUA determined a method to safely pile closer to operating lines, reducing the tunnel length by about 50 metres and reducing time and cost.

The other key site restriction was the availability, or lack of, track possessions, which are usually limited to four per year in this part of the network. The concept design developed for NSRU originally provided for a top down construction, which would have taken completion well into the latter half of the decade if using possessions only.

However, NSRUA put forward a driven tunnel concept, which effectively freed the construction from the constraint of limited track possessions. This brought forward completion to the end of 2015.

Figure 2 – NSRU Southern Dive

4. No interference to Operations

The tracks through the North Strathfield area carry approximately 11 million passengers per year, with some 280 suburban, intercity and regional passenger services each week day. NSRUA’s worksite is at the critical junction of the Main North, Main West and Freight Lines. As such, the requirement on the project was black and white: no train delays.

While the “no delays” is the mantra for all track projects in the live rail corridor, NSRUA had the additional complication of potential settlements from the tunnelling works under the main lines. Monitoring of ground movements from tunnelling works is a well-established geotechnical and survey practice, but NSRUA had to work well beyond the norm.



29

To meet the requirements of SPC 207 – Track Monitoring Requirements for Undertrack Excavation, NSRUA looked at a much more complex system than the simple ground monitoring usually associated with tunnelling. With these works potentially impacting on track, the requirement was clear and NSRUA had to monitor the four key track geometry elements:

1. Long twist: change in superelevation measured over a baseline of 14 metre reported at 2 metre stations

2. Short twist: change in superelevation measured over a baseline of 2 metre reported at 2 metre stations

3. Top: change in elevation measured over a baseline of 4 metre reported at 2 metre stations

4. Line: deviation of track in plan over a baseline of 8 metre reported at 2 metre stations

These needed to be measured and recorded along the 200 metre length of the site in the tunnelling zone of influence. Additionally, track monitoring had to include reporting in both numerical and graphical representation. Further, at any one time there was an unknown number of trains passing

through the site that could affect the apparent deformation of the rail when under load.

On consideration of all these requirements, NSRUA determined that it would be best for the project, client and Sydney Trains to move beyond the traditional daily monitoring regime, where survey results are taken “back to the office” to process and analyse. Rather, it was decided that a fully automated 24 x 7 system would provide the required level of assurance and safety.

There was no such system available “off-the-shelf” when considering the unique project requirements and the four track parameters requiring monitoring. The Alliance developed an innovative system, the Automatic Deformation Measurement System or ADMS, to provide the necessary reporting and ensure the safety of train operations and construction works.

The ADMS used three remotely controlled theodolites, hourly measuring some 385 rail mounted and 25 ground targets. Measurements were automatically recorded and analysed for the four key track parameters, both for real-time single point alarm levels and with a rolling average to take

Figure 3 – Trackside view – showing rail targets and the ground targets Figure 4 – Monitoring towers from train cab


30


into account train movements and the twist calculations. Output was both tabular and graphical, with alarms to be sent by e-mail and/or SMS depending on severity. An automatic escalation procedure notified NSRUA and Sydney Trains field staff, together with Strathfield Signal Box.

With the ADMS in place and providing input into the daily Permit to Tunnel Meetings, there were no unexpected track issues and all settlements were within the prescribed tolerances. There were no interruptions to rail services and NSRUA meeting its black and white target, even with some 65,000 trains passing over the tunnel site during the six months construction period.

5. Slab track

Another black and white requirement was the construction of the slab track. The NSRU has approximately 900 metres of slab track, with 150 metres the underpass itself and the balance in the two dives, where it was critical to achieve the tolerances set out in the Standards

Any track slab construction requires high precision due to tight construction tolerances, but the NSRUA team also had to contend with a difficult alignment on a reverse curve, 40 millimetre superelevation and sharp gradients in the dives (2.8 per cent in the northern dive and 2.2 per cent southern dive).

Top down installation method for the Delkor ALT1 fastening system was followed throughout the works, approximately three months. A rail support system was developed in-house which allowed for a pre-fabricated metal formwork attachment. This solution facilitated the construction of the U drain required on both sides of the track, with the aim of reducing materials handling in the dives. Additionally, this was used as a walking platform during the concrete pours.

A complete 20 metre long-slab track trial was constructed near Rhodes ahead of the start of the works. As well as verifying the proposed construction methodology, the trial section was also used to check the behaviour of concrete design mix and the quality of the fabrication of the in-house designed iron horses. The trial was successful, and construction of the track slabs proceeded over three months.

To achieve good survey control during the construction stage, NSRUA used an Amberg GRP 1000 survey trolley which could be run even when the track was still supported.

Survey controls included three stages:

1. when setting up the track within construction tolerances;

2. pre-pour check to ensure the track had not been displaced during the steel fixing or the pre-fabricated drainage formwork installation;

3. immediately after the concrete pour to verify no significant track displacements had occurred.

Figure 5 – Direct fix track prior to concrete pour, showing Iron Horses setup Figure 6 – Completed slab track in the underpass



31

As a result, all trackwork was within the construction tolerances and has been accepted by Sydney Trains: another successful black and white outcome.

6.Commissioning Preparations

Preparations for the June 2015 commissioning weekend were also black and white. However, in this case these colours referred literally to the amount of paperwork and submissions required just to allow NSRU to be commissioned and handed over to TfNSW and Sydney Trains.

In the 12 months leading up to commissioning, the usual types of meetings were held with stakeholders. These included the project Commissioning, Operational Readiness and Handover Management Team, and the Sydney Trains Operational Readiness Meetings. Through the latter meeting, NSRUA arranged a high-rail minibus over two days before the commissioning weekend, to provide familiarisation of the new line for passenger and freight crews. This created a lot of interest, with good attendance by drivers and managers.

Figure 7 – Hi-rail mini-bus for crew familiarisation on NSRU

These were excellent vehicles for engaging all relevant stakeholders (and trying to ensure that we had covered everyone and everything). To meet TfNSW and Sydney Trains requirements, NSRUA project staff also:

1. prepared a Commissioning Event Plan, and obtained endorsement from TfNSW and Sydney Trains.

2. presented to three separate Sydney Trains Configuration Change Board meetings, for North, Central and Facilities groups.

3. prepared two separate submissions (Gate 4 and Gate 5) to TfNSW, and attended its CCB Meeting.

4. prepared a separate submission and presented to the ASA Configuration Management and Asset Assurance Committee (CMAAC).

5. attended the TfNSW Program and Project Review System (PPBS) meeting for an interview.

6. worked through a TfNSW Management Audit on operational readiness for commissioning.

7. agreed with TfNSW and ST on the GO / NO GO criteria for commissioning. This identified 44 criteria that stakeholders had to be satisfied were either complete or would be complete (black and white) by the commissioning weekend.

This was in addition to the usual detailed technical documentation required for the signalling, track, electrical and communications testing and commissioning.

After all reviews, submissions and meetings, there were no red marks against the project and it was a clear black and white decision to proceed with commissioning and handover.

7. Commissioning Weekend

While the original plan had been to commission NSRU in November 2015, careful planning (e.g. through Methods Engineering detailed above) and management brought the date forward to 6 to 8 June 2015. This acceleration helped keep the project costs in the black, definitely preferable to red or even grey.

One of the key advantages of the earlier commissioning was the availability of a possession over the three day June long weekend, instead of two two-day weekends later in the year. Approval was given by TfNSW and Sydney Trains to use this weekend. This allowed more time for critical signal commissioning activities.

However, the black and white restrictions still remained: the possession would start at 2am on the Saturday and had to be completed by 2am on the Tuesday. Going beyond the required finishing time would impact on the morning peak on the Tuesday, which was not acceptable. NSRUA had agreed contingency plans with Sydney Trains but the overriding objective was still the 2am finish.


32


While it would be easier in any commissioning if there was only signalling changes involved, the NSRU weekend also included removal of a redundant catchpoint, rail welding, rail grinding, overhead wiring (OHW) works and building activities on Concord West Station. In addition, Sydney Trains was extensively involved with changes to Control Systems, Passenger Information, and Train Location Systems.

Come 9am on Monday morning, the agreed review teleconference was held with TfNSW and Sydney Trains. The main objective was to determine whether the commissioning was on schedule for completion by 2am on Tuesday or whether any of the agreed contingency plans would need to be activated, or work scope curtailed.

TfNSW had engaged an independent signalling expert to review NSRUA’s program and progress. From his report and the assessments of other stakeholders, the consensus was black and white – NSRU would be fully operational for freight trains on the Tuesday morning. And so it happened, in the black of the night, the commissioning was completed and the track handed back at 1am on Tuesday.

8. Methods Engineering

While much of the Alliance’s works could be deemed “black and white” there were a few colourful aspects. One of the key initiatives in NSRUA was the importance given to Methods Engineering, with its resultant production of multi-coloured methods drawings.

From the start of the project, NSRUA established a Methods Engineering Team, which worked closely with the designers, construction engineers and supervisors to develop sound and practical construction methodologies in what is a very complex and constrained operating environment.

The sophistication of this approach is uncommon in the construction industry, where all too often detailed planning is left to site staff and at the last moment.

The work of the Methods Team included:

• preparation of sequence of works in line with the design, the standards, safety and the stakeholder constraints (in particular Sydney Trains)

• preparation of coordination drawings for possession works showing the activity interfaces area, the vehicle movement, the rail/track constraints to ensure effectiveness of the possession

• general coordination drawings to highlight the sequence of works in line with the planning (in particular commissioning dates)

• utilities clash detection coordination with utilities and survey manager to allow safer (and quicker) works

• value engineering with designer to improve the design with the as-built information retrieved from site

Figure 9 – NSRUA staff on the commissioning weekendFigure 8 – Signal commissioning



33

• design of minor temporary works and design coordination for structures segregating the working area and the live track, including shoring and formwork, answering to the needs of the overall program and operation.

The advantages of the Methods Engineering approach included:

• ensured that safety was a key consideration in the construction staging;

• provided a visual means of briefing site staff on construction methodology and safe working;

• helped NSRUA demonstrate to the client and Sydney Trains project representatives that the NSRUA construction methodologies were safe, met the relevant standards and would not impact on Sydney Trains’ safety or reliability.

This was particularly relevant for works involving track possessions, to ensure that:

• the number of track possessions required was minimised (i.e. maximise work outside of track possessions),

• the work in each track possession was carefully planned to maximise use of the available time.

Figure 10 – Methods drawing for tunnel excavation

Figure 11 – Methods drawing for tunnels works site layout


34


The Methods Engineers’ scope even extended to the layout and organisation of site works with preparation of detailed plans of site equipment and movements resulting in much safer and more efficient construction activities.

9. Environmental

In today’s project priorities, mention should also be made of NSRUA’s other colourful aspect, its green credentials.

Overall, the NSRU Project as part of the Northern Sydney Freight Corridor, will deliver regional strategic benefits for future generations while contributing towards greater sustainability. Increased capacity for freight services will not only reduce conflict with passenger services but also improve overall capability and reliability for both freight and passenger operations. Increased freight capacity will reduce growth of heavy vehicles by more than 200,000 within 15 years. This will cut predicted future greenhouse gas emissions by 100,000 tonnes per annum.

On the project level, sustainable construction has also been a priority, with the NSRU Project on-track to attain a Silver Sustainability rating. To achieve this rating, over 200 sustainability initiatives will be achieved involving community benefits, heritage, biodiversity, resource management, energy management, water management and pollution control. These initiatives have involved, but are not limited to:

• reducing predicted greenhouse gas emissions by 7 per cent

• sourcing 25 per cent of energy from green power

• diverting 95 per cent of construction waste from landfill

• sourcing 100 per cent of timber from recycled materials

• beneficially reusing 100 per cent of useable spoil

• sourcing 100 per cent of steel from suppliers accredited by the Environmental Sustainability Charter of the Australian Steel Institute.

Further, NSRUA has off-set 100 per cent of all vegetation removal, which is being delivered in partnership with the Canada Bay City Council to benefit the local community. Tree replanting sites include Figtree Reserve, Queens Park and St Lukes Park with site visits undertaken with TfNSW and Bushcare coordinators. These sites will be rehabilitated with native species and regularly maintained, increasing biodiversity, managing noxious weeds and creating a habitat for fauna.

Perhaps of more interest to the engineering community, NSRU was the first New South Wales rail project to use synthetic fibre shotcrete in a rail tunnel. The project sought to find a more economical and sustainable replacement to using lattice girders and steel shotcrete. Using a tested mix of synthetic fibre shotcrete, NSRU met the required performance criteria for the rail tunnel while reducing

Figure 12 – Gate 18 Swale Drain Spray grassing Figure 13 – Biodiversity Site – Fig Tree Reserve



35

CO2 emissions, minimising cost, providing longer term durability, a safer work environment and reducing maintenance requirements.

Through all these green initiatives, a black and white case is made, that NSRUA has clearly demonstrated its commitment to the principles of sustainability, benefiting the environment, economy and community, now, and into the future. In keeping with the green theme, it should also be noted that NSRUA complied with its Environmental Protection Licence at all times, and hence no black marks against the project.

10. The Outcome

It is the view of NSRUA that in black and white terms, the new underpass at North Strathfield is clearly a success. Sydney Trains was confident of the project being commissioned as planned and freight trains were programmed to use the new track as of the morning after the possession weekend.

As it happened on Tuesday 9 June 2015, 1500m long, 3,000 plus tonnes freight trains successfully started using NSRU. Since then, virtually all up freight trains from the Northern Line use NSRU en-route to Flemington, Chullora and the Main South.

While not part of the June 2015 NSRU commissioning, the opening of the new Concord West Station concourse in October 2014 was also a clear black and white success. Timing of the new concourse was a critical step in the overall program, for it allowed construction of the new Up Relief Line. With the agreement and involvement of Sydney Trains, the opening of the station was achieved outside of a track possession. This allowed the available track possessions to be used for the more critical activities, such as demolition of the old station and erection of the new OHW.

Figure 14 – First freight train leaving the underpass


36


Our stakeholders in the rail operations sphere have supported NSRUA’s black and white opinion, with commendations from Sydney Trains and Pacific National.

These include:

Tony Eid, Director of Operations, Sydney Trains

I have to admit, I had some initial reservations that the scale and complexity of construction works would cause widespread network delays and require many track possessions. However this did not eventuate, thanks to some clever engineering and innovative construction methods. The passengers and freight customers on the Main North would not be aware of the massive earthworks occurring beneath the tracks.

As the Operator of this new asset, I am deeply appreciative of the professional efforts of the designers, construction engineers and work crews who have delivered a very impressive project.

Jamie Dean, Access and Standards Specialist, Pacific National

Now that the NSRU is up and running it’s time for some feedback.

Firstly thank you for the ongoing support, information and material to help us with the training that was required for the implementation of the NSRU Project – many thanks.

Drivers are more than impressed with the new infrastructure, with the advantages now being realised, less waiting time at West Ryde and Concord as before while waiting for a time slot to cross over to the down relief, benefits to train handling and fuel consumption, now able to enter the new section at 60 kmph and run to Flemington no braking and power up required if all signal indications are set up.

To date there have been no issues or concerns raised about the new infrastructure.

JOB WELL DONE

Figure 15 – Concord West new station concourse



37

11. Acknowledgements

The authors wish to thank our colleagues for their respective contributions to this paper and, more so, to the NSRU Project overall. Thanks also to Delkor for advice on the direct fix trackwork, and to our colleagues from the Design Joint Venture for their valued input to the project. As noted above, this was very much a “live rail” project, which we could not have achieved without the assistance and co-operation of a multitude of Sydney Trains staff.

Finally, the authors and NSRUA thank TfNSW for approval to present this paper at the PWI Convention.

Figure 16 – The sun sets on another successful project

Perhaps of more interest to the

engineering community, NSRU was the

first New South Wales rail project to use

synthetic fibre shotcrete in a rail tunnel.

THE NEW SHADE OF TRANSPORTWes Heron, Executive Director Program Delivery, Transport for NSW

S E C O N D S E S S I O N I T H E N E W S H A D E O F T R A N S P O R T

38

Introduction

Transport for NSW is the largest deliverer of railway infrastructure in Australia, with the current state network covering more than 1,500 track kilometres and including more than 308 trains (Bureau of Transport Statistics 2014). Transport for NSW is also the largest employer in Australia in railway infrastructure, directly in terms of maintenance and indirectly through the industry supply chain.

The next four to five years in New South Wales will see unprecedented activity in infrastructure delivery, including a significant proportion in transport. The future is not only about growth in transport infrastructure but perhaps more importantly about a revolution, particularly in rail.

It’s no surprise to members of PWI that rail makes crucial contributions to economic growth all around the world, linking communities to resources including food supplies and services, industry to resources, and businesses to customers. Despite a brief lull when the car was king, demand for rail freight and passenger services continues to grow. For instance, total public transport use in Sydney has increased by 24 per cent in the last 10 years, and growth in train and bus trips has far exceeded growth in car trips (Bureau of Transport Statistics, Household Travel Report 2013/14). In 2013-14, according to the Bureau of Transport Statistics, metropolitan and intercity train passengers made 314 million journeys (up 2.6 per cent on the previous year); metropolitan and outer bus services provided 230 million passenger trips (up 1.3 per cent); ferry passengers were up to 16 million journeys and light rail to nearly 4 million which is a considerable increase since completion of the Inner West Light Rail extension to Dulwich Hill.

Population growth alone is increasing demand for rail infrastructure, coupled with urbanisation and congestion factors, and growing acknowledgement of its economic and environmental advantages. Efficient well-run rail transport can boost competitiveness among manufacturers and shippers in domestic and global markets and exert competitive pressure on road transport price, while passenger transport can increase labour mobility, increasing access to skilled labour and jobs.

New South Wales’ economic and population growth are faster than any other Australian state. By 2031, the population is expected to increase by 2 million – putting even

more pressure on already strained infrastructure. Over the next 15 years, NSW will require infrastructure to support 40 per cent more train trips, 30 per cent more car trips and 31 per cent more households.

Congestion across metropolitan Sydney is estimated to already cost up to $5 billion per annum, and will rise to $8 billion by 2021 if nothing is done.

The state’s infrastructure program received a major boost in the 2015-16 NSW Budget, with a record commitment of $68.6 billion over the next four years, including $38 billion on transport.

The partial lease of poles and wire will provide a further $20 billion boost to infrastructure, and add $300 billion to the state’s economy over the next 20 years.

In this scenario rail is not rail as we know it. It becomes part of a greater transport whole, the intermodal concept where a journey may involve one or more different modes. For instance, travelling from Newcastle to Sydney is not the end of the journey. Our customer will arrive in Sydney and change to light rail to move around the city, hop on a ferry to reach other parts of the metropolitan area and then back to rail for the return journey. Providers of rail infrastructure are part of that intermodal concept, delivering not only heavy rail or [rolling stock] but ensuring that the ultimate outcome is a reliable, safe and comfortable service is delivered to the customer.

Working together

There is a great task ahead of us. The next four years of transport infrastructure construction will bring very significant improvements to services and opportunities for industry, in an environment where the will be competition for resources such as contractors and designers. Transport for NSW recognises that delivering this ambitious program successfully will require collaborative industry partnerships. Best-practice project delivery approaches that are agile, risk-based and outcome focused will be vital.

There is an unprecedented pipeline of transport infrastructure projects which are being delivered or are in the market, including projects such as enabling works for the 2018 rail timetable; the Transport Access Program (TAP) which is making our stations more accessible; Northern Beaches Bus


39

THE NEW SHADE OF TRANSPORT

Rapid Transit; New Intercity Fleet maintenance facility and light rail, which will transform Newcastle and Parramatta.

TAP, for instance, is now in its fourth year and has delivered improved customer facilities at around 300 locations across the state. Customers are enjoying more car parking, fully accessible stations, easier interchange between modes, reduced congestion at stations and more modern stations and wharves. We are making public transport easier to access and a more attractive option, reflecting our customer focus.

These projects typically interface with the customer and rail, bus and ferry networks during delivery. They are often located in the business heart or denser residential areas of cities and regions, and require sensitivity to these issues. Minimising the impact of works and delivering the customer benefits as smoothly and quickly as possibly is a key driver for us.

The NSW Government recently committed $890 million over the next four years to continue delivery of these customer access improvements and planning, development and prioritisation work is underway for major projects, including more than 25 recently announced station upgrades, car parks and interchanges.

The program is ongoing, and as with the past four years, a wide variety of opportunities will come to market.

The program operates both within and outside of the rail corridor, presenting opportunities for all tiers of the industry across the project life cycle. Opportunities range from design, planning and environmental approvals, construction and technical advisors.

Given the significant volume of work in the program and its geographic spread, we are conscious of the current demands on industry.

And TAP is only one part of this infrastructure pipeline.

There is detailed information about all these projects on transport.nsw.gov.au/projects

The cumulative effect of construction activity in the coming years will test the resources and resilience of government, our private sector partners and the patience of the community. This work will be disruptive, so more than ever will we need to work together.

The ultimate focus of our relationship with industry is to deliver value for money to the people of New South Wales. This relationship can only succeed if it is collaborative, cooperative, transparent and based on mutual trust. Industry must meet us at the intersection between delivering value to their shareholder and service to the customer.

This revolution in rail means that all our partners must share our vision to have the customer at the centre of everything we do at Transport for NSW.

For our industry partners, that vision translates into a number of key drivers which are applicable to all projects. These are:

1. the safety of everyone who works with us, the community in which we operate and the safety of those who will use our services

2. stakeholder and community engagement – clear, transparent and open communication with those who have an interest or stake in our operations

3. respect for the environment – in the way we work and in how our services will operate

4. minimal disruption to transport networks wherever our customers are – on the road, buses, trains , bicycles or on foot.

Also informing the way we will work together and the delivery strategies we adopt is the principle of ensuring value for money for the state and our customers.

The NSW infrastructure sector construction market is forecast to be at, or near, capacity over the next few years based on the start dates for existing fully funded projects from both the public and private sector.

NSW Road and Maritime Services (Roads and Maritime) refers to a wave of investment in infrastructure. Rail has a steep mountain to climbing, peaking around 2021.

The size of these projects means that a number will be started in this four year period and work will continue beyond that time frame, and the industry must be prepared for the scale and duration of this investment. The investment is not just within metropolitan Sydney. Our regional customers across NSW have benefited from significant investments over the past four years, and this will continue as we deliver ‘hard’ infrastructure as well as new fleet and improved



40

services to our cities and regional centres. In the Sydney basin, the investment is spread across all parts of the city.

And not only is the scale of construction changing. The pace of construction in the next four to five years demands shorter possession windows will require innovation and smart thinking from industry to get off track quickly and efficiently.

Come the revolution

The revolution in the rail industry is about focusing on delivery outcomes for customers. Transport for NSW and the industry cannot think in terms of building transport infrastructure. The future is about providing transport services to customers, of which transport infrastructure, including rail, is a part.

Who are these customers? At the broadest level, Transport for NSW has more than 7.2 million customers [ABS Census of Population and Housing 2011) As soon as someone in the state leaves their home they use the transport system. While some 4.3 million live in Sydney, 1.2 million live in other metropolitan areas including Newcastle and Wollongong, and 1.7 million in regional New South Wales.

Through extensive research we know a lot about our customers. We know what is important to them, what is going well and where there are opportunities to improve their experience. Transport for NSW is making new infrastructure decisions based on what customers tell us and what is important to them – service, amenity, safety and reliability. While those five factors are ranked most important by customers, customers themselves are diverse and travel for different reasons. The task ahead of us is to provide a positive service experience to all customers.

Industry must come along with us in that kind of thinking and develop a service delivery mindset in which customer satisfaction is the goal. It is not about industry extracting the maximum dollars out of a job – that will almost certainly be a one-off job rather than the beginning of a long term relationship. It is about industry understanding what government wants and working with us as delivery partners, striving for an agreed outcome.

For instance, a contractor working on a project in the Sydney CBD is not delivering that project in isolation. We all need to keep the big picture front of mind. How does that project, and how does the work I’m doing, fit into that bigger picture?

In everything, it must be about the total service being provided to our customers.

Importantly, these projects will increase the capacity of our rail network, improve reliability and flexibility and improve the quality of our services and facilities for customers while meeting the needs of growth anticipated for NSW.

We have the funding, now the focus is shifting from planning to increased focus on delivery.

We are calling for change in the industry and only want the best possible teams in NSW to deliver key infrastructure projects on time and on budget across the state.

Transport for NSW is developing a strategy that we believe will be attractive to contractors and which takes account of resource constraints.

Key projects

The delivery strategy for the construction of major infrastructure is currently being developed. Our delivery program is ambitious, and we look to our industry partners to respond positively to that challenge.

New Intercity Fleet

Last year the NSW Government announced that it is procuring new state-of-the-art intercity train fleet. This new fleet will carry passengers from the Central Coast, Newcastle, the Blue Mountains and the Illawarra into Sydney’s CBD, and the first trains will be in passenger service by 2019 and progressively rolled-out through to 2024.

In July we announced that four consortia comprising international and local companies had been shortlisted to tender for the supply and maintenance of the new intercity train fleet for NSW.

Sydney Light Rail

Light rail will play an important part in the future of transport in Sydney and the city has been gearing up for the extensive construction work about to begin. The new CBD and South East Light Rail (CSELR) light rail line will extend from Circular Quay along George Street to Central Station, through Surry Hills to Moore Park, then to Kensington and Kingsford via Anzac Parade and Randwick via Alison Road and High Street.


41


The new light rail will form a vital link in the multi-modal transport offerings that will keep our CBD and surrounds moving, and meeting customers’ needs for amenity, safety, reliability and service.

Newcastle Light Rail

The NSW Government is introducing light rail to Newcastle as part of a strategy to revitalise the Newcastle city centre, boost economic activity and reinforce the city’s role as a 21st century regional centre.

The light rail will travel east from the new Wickham transport interchange along the existing rail corridor, before moving south to connect with Hunter Street and Scott Street and terminating at Pacific Park.

Initial consultation identified the preferred route. Ongoing consultation with residents, customers, community groups and other Hunter stakeholders will continue.

By removing the barrier of the heavy rail line, and opening up significant areas of the rail corridor for public use, the city centre can be reunited. It is anticipated that light rail construction will begin 2015.

Keeping Newcastle open for business during the delivery of light rail is a priority for Transport for NSW and construction work will be staged to minimise impacts to businesses.

Parramatta Light Rail

Development of the Parramatta Transport Corridor Strategy includes investigating four corridors serving Parramatta CBD. This strategy aims to address four key areas:

• Limited public transport accessibility

• Poor existing public transport

• Congestion from growth

• Parramatta not reaching its potential.

The Parramatta Transport Corridor Strategy is aligned with the NSW Long Term Transport Master Plan and builds on work completed by Parramatta City Council.

In June 2014, the NSW Premier announced $400 million would be set aside for Parramatta Light Rail and in October

2014 a further $600 million was reserved in the State Infrastructure Strategy.

Getting ready for Metro

In 2019 Transport for NSW will begin the significant task of integrating new services, preparing for start of Sydney Metro operations in 2019. From a customer perspective, a new train timetable will be introduced in 2018.

An extensive body of work has been undertaken to establish the infrastructure required to deliver more capacity and flexibility in the existing transport networks.

These programs are part of meeting that challenge:

• Hornsby Junction remodelling

• A new turnback at Parramatta

• power supply upgrades

• station de-cluttering works

• station upgrades and facility upgrades as part of the Transport Access Program.

The Hornsby Junction remodelling will increase Hornsby train capacity from 12 trains per hour to 16 trains per hour on the Up-North Shore Line, allowing allow total North Shore Line train capacity of 20 trains per hour to the City (including services originating at other stations).

Reconfiguration modifications to rail infrastructure will include a new turnback for North Shore line trains; better separation of North Shore Line and Main North Line; replacement of single and double slips with more reliable turnouts, and modification of signalling, communications, power, and track drainage to support altered track infrastructure.

The scope of works for the Parramatta Turnback Project includes installation of a new crossover on the western side of Parramatta station and additional overhead wiring for the crossover; additional signalling arrangements and existing signalling relocation and reconfiguration.

The key objectives of the project are to separate the T1 Western and T2 South lines, improve local connections on



42

T2 South Line services, clearly separate express and local services between Parramatta and the CBD and increase rail service capacity for Western Sydney

The Power Supply Upgrade program will deliver significant customer benefits, including increased reliability, capacity and operational flexibility. The program includes construction and upgrade of substations, high voltage feeder cables, sectioning huts and overhead wiring projects, while ensuring that a modern, air conditioned rail fleet can operate across the network.

Transport Access Program

A large number of projects are being delivered under the Transport Access Program, in a wide variety of sizes including easy access ramps, transport interchanges, major station upgrades and commuter car parks.

The 2015-16 NSW Budget delivered a significant boost to the Transport Access Program with $890 million to be invested over the next four years on station upgrades and more commuter car parks.

Since the Transport Access Program was launched in April 2012, more than 400 projects have been completed or are underway.

Sydney Metro Northwest

Sydney Metro is Australia’s largest public transport infrastructure project. Sydney Metro Northwest, formerly the North West Rail Link, is the first stage of Sydney Metro. Metro City and Southwest is the second stage.

Sydney Metro Northwest will be the first fully-automated metro rail system in Australia. It is on track to open to customers in the first half of 201, and will deliver eight new stations and 4,000 commuter car parking spaces to Sydney’s growing North West. Trains will operate every four minutes in the peak with at least 15 trains an hour.

Sydney’s new generation of fast, safe and reliable metro trains will be rolled out on Sydney Metro Northwest first. They will have the highest levels of customer safety including constant CCTV monitoring and platform screen doors to improve safety on platforms.

The project includes construction of twin 15 km tunnels from Bella Vista to Epping which will be Australia’s longest rail tunnels.

Wynyard Station Upgrade

Wynyard Station is one of the oldest on the network and like Museum and Town Hall stations is being modernised and, made more accessible to improve the travel experience of customers as they travel to CBD and interchange between other forms of transport.

Asset Standards Authority

It is important that Transport for NSW and industry to work together to deliver these great projects. The Asset Standards Authority (ASA) was created almost two years ago to develop the engineering governance and frameworks to support industry delivery of transport assets. By providing the standards for NSW transport assets, the ASA is giving the industry tools to deliver projects and manage assets in a more, innovative, safe and efficient manner. Initially the ASA has focused on rail assets. In time its remit will broaden to encompass buses, ferries and other transport assets.

Conclusion

To support the delivery of these projects poses a significant challenge, to Transport for NSW and to the industry. With this challenge comes the excitement of delivering improved and new services to the people of New South Wales, in recognition of the increasing allure of rail in the State.

The Power Supply Upgrade program will

deliver significant customer benefits,

including increased reliability, capacity

and operational flexibility.

2015 ALAN BARHAM MAINTENANCE TEAM AWARD

S E C O N D S E S S I O N I A L A N B A R H A M M A I N T E N A N C E T E A M A W A R D

43

Alan Barham commenced service as a trainee civil engineer

with the NSW Government Railways in 1965.

He spent time at Cowra as a District Engineer before

becoming Division Engineer Tamworth, a position he held for

several years.

When FreightRail was created in 1989 Alan became the

Infrastructure Engineering Manager and continued in that

position until June 1996 when he joined the newly created

Rail Access Corporation as Senior Asset Manager for the

Hunter, North Coast and North West areas.

Alan died in early 1997 from cancer.

Alan was an advocate of the importance of the local

Housekeeping/Routine maintenance from fettling gangs to

safety, reliability and the condition of the Railway. It was

for this reason that the PWI named the Maintenance Team

Award (or Best Kept Length as it was formerly known)

in his honour.

The Award was established to promote pride in maintenance

of the track and associated structures. While Alan was a

Committee Member of the PWI he promoted this Award

throughout the State and was also involved in the judging.

A typical Routine Maintenance team undertakes surveillance

inspections, servicing, minor corrective maintenance and

emergency response, for track, bridges, right of way assets

and possibly signal assets. The team needs to be operating

in NSW.

Judging Criteria

The period under consideration is 1 July 2014 to

30 June 2015. Applicants will be assessed against People,

Organisation and Leadership, and Achievement criteria.

The judges will evaluate outcomes and conditions which

are within the Maintenance Team’s control as far as

possible. It is recognised that track configuration,

investment programs, operating parameters, and to a

large extent general infrastructure conditions are outside

the Maintenance Team’s control.

The Judges seek to identify the best use of management and

technical expertise, and the most effective use of resources,

in maintaining the track to meet operational requirements.

Applicants should describe the reasons why the nominated

team deserves to be recognised for excellence in Routine

Maintenance, and provide supporting documentation where

possible. How has the maintenance workforce “made a

difference”? How have they contributed to extraordinary

outcomes? What innovations have they introduced?

The following performance areas are examples from which

applicants may select those they wish to claim superior

outcomes. Applications will be assessed from nomination

documentation, site visits to short listed nominated teams,

reference checks and other relevant sources of information.

Ken Lingabala, Manager Infrastructure, John Holland Rail, CRN

John Terrey, Terrey Civil & Rail

Stuart Sutherland, Managing Director, Lycopodium Rail

Chris Francis, Principal Track and Civil Engineer, John Holland Rail, CRN

Scott Chapman, General Manager Asset Delivery

Judges


44


a) Operational Performance

• System safety audit results

• Track failure incidents

• Track failure performance

• Track geometry exceedent removal

performance

• Speed restriction performance

• Right of Way security

b) Asset Management

• Routine Maintenance cost

• Work programs

• Record systems

• Technical Maintenance plan

compliance

• Routine Maintenance quality

• Materials and spares inventory

• Disposal of scrap

c) Initiative

• H & S local innovations

• Local process improvements

• Local productivity improvements

Alan Barham Maintenance Team Award – 2015 Entries

Metropolitan

Sydney Trains – Western Territory Civil Team, Lawson

Sydney Trains – CBD Network Civil Team

Regional

ARTC – Broken Hill Provisioning Centre Track & Civil Team

ARTC – Taree Provisioning Centre Maintenance Team

ARTC – Goulburn Provisioning Centre Maintenance Team

JHR CRN – West Wyalong Routine Maintenance Team

JHR CRN – Tamworth Routine Maintenance Team

We have seven teams nominated this year, two from ARTC, two from Sydney Trains and three from John Holland CRN. The standard of all the teams were exceptional and they are to be congratulated on their achievement and performance. The track we looked at varied from heavily trafficked electrified class 1XC concrete sleeper CWR track down to lightly used class 5 grain lines with 60lb/yd rails in short lengths.



45

The CBD Civil Team boasts one of the most diverse maintenance skill sets across the whole of the Sydney Trains Network. This team has a structure of 25 staff made up of 1 Team Manager, 3 Team Leaders, 3 Work Group Leaders and 18 Infrastructure Workers.

Together the CBD Civil Track Team are responsible for 79 kilometres of track throughout the Sydney CBD, 304 turnouts, diamonds, catchpoints, double slips, single slips and expansion, 35 underbridges, viaducts, flyovers and flyunders, 22 tunnels, 19 level crossings and 4 culverts.

CBD Civil Track Team

The vision of the CBD Civil Track Team is to have a multiskilled work Team that continues to strive for self-improvement and the development of a high performing Team.

CBD Civil Track Team

CBD Sydney Trains Network


46


The Western Territory Civil Team commenced operation in August 2014 with the commencement of the Sydney Trains Lawson Satellite Base. This new satellite depot combined strengths with the multi discipline Blacktown Network Base to create a more efficient and effective maintenance team, the Western Territories Civil Team, servicing the Sydney Trains network from Granville to Bowenfels, Blue Mountains.

This Western Territories Civil Team are responsible for 180 kilometres of track between Granville and Bowenfels including the Richmond Line, 320 bridges, over 580 culverts, 370 turnouts and catchpoints and over 6500 over head wiring structures.

Western Territory Civil Team

The Team share a diverse range of skills. They have developed a comprehensive skills and competency matrix that allows for streamlined work planning, staff development and gap analysis.

Lawson Satellite Depot Opening Day 2015

Emergency installation of Stockrails and Switches at Mt. Victoria 2015



47

The maintenance of the Country Regional Network (CRN) of the Hunter, New England and Far North Coast region of New South Wales is the responsibility of the John Holland CRN Routine Maintenance team, Tamworth Track. The maintenance team consists of nine employees with a broad range of skills and over 150 years of rail industry experience. This enables the team to carry out a diverse range of tasks, including examinations, maintenance and projects, with a fresh and innovative view. Currently the team is comprised of a Supervisor, Planner/Scheduler, Administration Assistant, Leading Hand, Track Certifier and three Track Maintainers.

Tamworth Track Routine Maintenance Team

The team look after one operational line of class 2 and class 3 track, totalling 168,299 kilometres and four non-operational lines, totalling 552,669 kilometres, which require ongoing examinations, safety critical, safety significant, and maintenance to ensure 100% compliance and public safety. The Tamworth Team are also responsible for a total of 47 turnouts and 291 level crossings.

Neville Cain, the Leading Hand with the Tamworth Track team, is pictured here receiving the Leading Award from Mark Buckley Manager – Safety, Quality & Environment.

From L-R: Peter McCowen, Daniel Wilkinson, Neville Cain, David Wilkinson, Karolyn Briggs, Wayne Preston and Thomas Lesslie. Absent: Kevin Vidler.


48


The Goulburn Provisioning Centre (PC) consists of 17 team members who actively manage the asset from Moss Vale to Yass covering 348,040km of track on the North/South Corridor of the Interstate Network. This area involves a number of high speed track sections that have normal speeds of up to 160kph for passenger trains.

Goulburn PC has reached 3,264 days LTI free and 301 days MTI free as of 31/07/2015. The Lost Time Injury record clearly shows that Goulburn staff have always considered their safety.

Goulburn Provisioning Centre

The Goulburn PC maintenance team has a skill mix gathered from the old Goulburn Construction team following the transition from Rail Infrastructure Corporation to ARTC. The added skill has enabled the maintenance team to deliver more efficient and productive outcomes which provides that cutting edge in delivery of works with quality and professionalism.

L to R Back row: Jason Apps, Andrew Croker, Greg Paul, Paul Walsh, Warwick Champion, Craig Bell, James Miners L to R Front Row: Scott Swan, Michael George, James Callanan, Stephen Bowden, Curtis McClelland, Erin Ginn, David Prigg, Absent from photo: Nathan Scanes, Troy Collins, and Steven Sparrow.



49

The Broken Hill maintenance district forms part of the Kalgoorlie to Cootamundra corridor that is a component of ARTC’s East West Interstate Business division. The Broken Hill Provisioning Centre Track & Civil Team consists of 17 dynamic staff members under the direction of Track & Civil Team Manager Guy Lance. Since maintenance was returned to an in house maintenance model by ARTC in January 2013, the team has made a seamless transformation back into the Corporation. Using a vast range of knowledge, skill, discipline and hard work. 2014/2015 has been a very eventful and productive year for the Broken Hill Provisioning Centre. The Broken Hill Team are responsible for the maintenance and inspection of 680,627 kilometre of track, 164 turnouts, 190 level crossings, 64 bridges, 532 culverts, 1 turntable and 2 resthouses.

Broken Hill Provisioning Centre

Broken Hill Provisioning Centre Resurfacing Team

The Team working overnight in sub zero temperatures to complete the upgrade of the Jamestown Level Crossing

A successful year for the Team having exceeded ARTC KPI measures; delivered maintenance compliance requirements including inspections, defect management and Track Stability requirements; successfully completed a range of projects including the upgrade of the Broken Hill turntable, level crossings and turnout component replacements.


50


West Wyalong RM: Ryan Scealy (Supervisor), Trevor Watkins (Engineer), Craig Harland (Supervisor), Alan Humphries, Phil Milsom (Supervisor), John Brambley, Tytan Richie, Rodney Oakes, Chris Jamieson, Victor Dougall, Kim Pursehouse (Planner), Dave Hutchins, Lawrence Milsom, David Scealy (Superintendent), Julian Hyde (Supervisor), Mark Downey, Mat Pilon, Don Foote, Peter Coe, Damien Webster, Trent O’Meley, Greg McKinnon, Errol Boots, Jarad Kelly, Nathan Harrison, Chris Block, Erik Whitton. Absent: Steve Bennett, Bill Spletter, Lisa Lemon, Anna Kidd

On January 15 2012, John Holland Rail CRN took over the contract to manage the Country Rail Network throughout New South Wales. It was with this new identity that the West Wyalong Goulburn Routine Maintenance team was developed.

The West Wyalong Goulburn Routine Maintenance Team holds a highly diverse skill set. With the experience of the Track Supervisors who are able to mentor new staff, as well as the qualified and competent Leading Hands, West Wyalong is able to offer new and existing employees guidance in the rail industry. The West Wyalong Routine Maintenance Team are responsible for 967,455 kilometres of track, 281 turnouts, 124 bridges, 1809 culverts, 863 level crossings, 168 sidings and inspections of 1000 kilometres of non-operational line.

West Wyalong Routine Maintenance Team

All staff within the team play a vital role; thus giving each member a feeling of self-worth and a sense of ownership of the asset. This is displayed in the quality of work they perform. It is evident that this sense of ownership over the asset gives a great sense of pride to the individual which is what makes this team so successful.



51

The Taree Maintenance Team consists of 21 civil and signal staff, maintaining 292,127 kilometres of bi-directional track on the North Corridor of the Interstate Network out of provisioning centres at Taree and Dungog.

Located at the busy Southern end of the North Coast Corridor, the team have many challenges in safely maintaining reliability for the network. The commitment shown by staff while being rostered around available track time and ensuring efficiencies is to be commended, especially during the recent flood event that required weeks away from their families at no notice.

The Taree Maintenance Team

Taree: Left to Right – Greg Riddel, Rick Tiedeman (Team Manager), Glenn Weir, Jason Walton, Dylan Jupe, Jason Richardson, Narelle McKenzie, Luke Fisher, Josh Debreceny, Kane Lean, Matthew Nelson, Jed Usback, Benjamin Haywood. Absent – Jamie Brokenshire.

The Taree team prides itself on the planning aspect of the provisioning centre. The leadership group plan works programs months in advance and communicates verbally and non-verbally to the team to ensure transparency of the direction the team is headed.

Chairman: Bill Killinger, AM

Open Panel Forum 2015 – The Rail Family

2015 Ken Erickson Innovation Award

2015 Steve Maxwell Platelaying Award

Third Session


OPEN PANEL FORUM 2015 – The Rail Family

T H I R D S E S S I O N I O P E N P A N E L F O R U M

52

Ross Barber Team Manager, Mittagong (ARTC) Career Commenced 1981

Ross joined the NSW Railways in Feb 1981 as a Cadet Draftsman and completed a structural engineering certificate at Sydney Tafe. Over time, Ross moved around the State in various technical and construction roles before becoming a people manager in a rail maintenance environment. He is currently the Team Manager Mittagong with ARTC. He has also completed a Diploma in Management with UTS. Ross is passionate about driving the rail industry forward (kicking and screaming if he has to) and to ensure that his legacy of the knowledge that he has passed onto his team

will continue to live on through into the next generation.

Katharina Gerstmann Rail Market Segment Manager, Beca Career Commenced 1998

Katharina is a Principal Engineer with more than 17 years’ experience in design and construction of rail and infrastructure projects across Australia, New Zealand, Asia and Europe. She holds a Bachelor and Master of Engineering degree, is a Chartered Professional Engineer, a Fellow Member of Engineers Australia, and holds an MBA in General Management. Katharina also currently serves as a Board Member of the College of Leadership and Management with Engineers Australia, and only recently stepped down from her role as the first female Executive Chair of the RTSA. In this capacity, she was responsible for operational and fiscal oversight of the RTSA’s activities for its members across Australia and New Zealand. Katharina has worked to lead academic, industrial and commercial relation-building initiatives and advocates for the application of modern railway technology and good management practices. As part of these efforts, she has increased the number of young members by 50% and improved the representation of women on the Executive committee from 7% to currently 30%. Katharina is passionate about leadership for professionalism in the rail industry, and encourages all to embrace latest technology and good management practices.

Frank Johnson Commissioning & Integration Manager, NSRU Alliance Career Commenced 1964

Frank is a degree Qualified Civil Engineer with 51 years, 9 months and 2 days continuous employment in rail – but who’s counting? Frank started his career as a Trainee Civil Engineer in the old Way & Works Branch in 1964, working his way up through the usual range of field positions entering corporate roles as Executive Assistant to Ron Christie, Chief Development Manager, and General Manager at both Freight Rail and Rail Services Australia. Frank then moved into major infrastructure projects, working on ECRL, Glenfield Junction, and North Strathfield Rail Underpass. In 2009, he joined the ‘dark side’, working for the Contractor on GJA and NSRU. A true railway man in every sense, Frank is passionate about leaving a decent legacy for those who have to look after whatever he has built, having respect for the sense of ownership and long term view of the maintainers. However he acknowledges this puts him somewhat

at odds with his construction buddies, who he likened to the cowboys that ride off into the sunset.

Gordana Marijan Interface Manager, Infrastructure & Services Division Career Commenced 2002

Gordana holds a degree in Mechanical Engineering and a Masters in Project Management and Engineering Management. She has over 13 years of experience delivering rail rollingstock and infrastructure projects for the NSW rail industry and is currently working as an Interface Manager for the Infrastructure & Services Division of Transport for NSW, on the Lidcombe to Granville Upgrade Program. Gordana is a strong supporter of Women in Engineering, and is also a Board Director for the Project Management Institute’s Sydney Chapter. She also enjoys delivering complex Brownfield railway projects alongside like-minded colleagues who can deliver and have fun along the way.

T H I R D S E S S I O N I O P E N P A N E L F O R U M

53

OPEN PANEL FORUM 2015 – The Rail Family

Anna Murray Maintenance Operations Manager, Sydney Trains Career Commenced 1997

Anna is a degree Qualified Civil Engineer with over 17 years of experience working on major contracting and asset

maintenance projects in both the UK and Australian construction sectors. After a short stint in major infrastructure

construction projects, she entered the rail sector and has never looked back! Anna’s previous employers include

RailTrack, Carillion, Lend Lease, and Leighton Contractors before joining Sydney Trains in January 2015. She is

currently the Maintenance Operations Manager. Anna is passionate about teamwork, safety, and loves major track

projects with extreme challenge.

Wally Walker Track Manager, ARTC Career Commenced 1977

Wally is a long standing member of the rail industry in NSW, having given 38 years of service and still counting!

He holds a Diploma in Front Line Management, and is also qualified in safe working P04, safe working Level 1,

and track certification. He is a true perway man, having come through the ranks in the track teams in the NSW

rail system, and joined ARTC no long after they leased the NSW Interstate and Hunter Valley network in 2004.

Wally is experienced in all areas of corridor management, track maintenance and construction. He is particularly

passionate about the people in the rail industry, who he considers to be the railways’ greatest asset.

Prathabeen Nanthakumaran Project Engineer, Infrastructure & Services Division Career Commenced 2005

Prath is a second generation railway man! Following his graduation from the University Technology, Sydney, where

he completed a Bachelor of Engineering (RailCorp) in 2005, and has never looked back! He has since developed

railway construction experience working in both the public and private sectors, and has gained client side project

management experience in the delivery of major complex rail infrastructure projects. In 2012, Prath was awarded the

coveted PWI Young Achiever Award, and in the following year he travelled to Europe to various rail manufacturing

organisations and attended the IAF International Exhibition on track technology in Muenster, Germany. He is currently

a Senior Project Engineer with the Transport for New South Wales’ Infrastructure and Services Division. Prath is

particularly passionate about creating a dynamic work team environment and harnessing young talent to engineer a

more efficient and reliable rail service for Sydney commuters.

Rod Thompson Project Manager, Sydney Trains Career Commenced 1978

Rod “The Bear” Thompson is a legend of the NSW Rail Industry, and his legacy is without a doubt the delivery of

the Metropolitan Track Strengthening (MTS) program, which saw the entire metro network upgraded to concrete

sleepers. Having joined the railways in 1978, he started his career as an Assistant District Engineer in Dubbo,

before working with the Program Engineer in the Ballast Cleaning Program. In 1981, he took on the role of Contract

Superintendent for the Sandy Hollow – Ulan Rail Line upgrade, and in 1984 commenced the Muswellbrook to Port

Waratah track strengthening project, which saw the birth of the Track Laying Machine (TLM) in NSW. In Aug 1986,

the MTS program commenced and over the next 38 years (with the exception of a short hiatus between 1998 and

2001), Rod oversaw the completion of the strengthening program with the final concrete sleeper laid by the TLM

in 2014. As a true perway man at heart, “Bear” saw the enormous benefit of the strengthening program early and

worked tirelessly through closedown after closedown, and even today continues to upgrade the last of the timber

sleepers in the CBD network, where access was not suitable for the TLM.

KEN ERICKSON INNOVATION AWARD

T H I R D S E S S I O N I K E N E R I C K S O N I N N O V A T I O N A W A R D

54

Ken Erickson was elected as a Fellow of the New South Wales Permanent Way Institution on 30 November 1981. He was a

member of the Committee from 1981 until his untimely death on 25 November 1988. In his 7 years on the Committee he was

an Editor, with wry humour and then Secretary, with sparkling wit.

Ken was a dynamic member of the committee and a gifted speaker. His “summing up” of our only conference at Kings Cross

will always be remembered by those lucky enough to be present.

Ken was always trying to provide new ideas or concepts to the PWI, hence it is fitting that the Achievement Award, which

particularly looks for new ideas, is named in his honour.

This Annual Award is made to recognise an initiative or significant advance, which has been towards improvement in any part

of the Permanent Way Industry during the last year.

Eligible entries may be in the field of design, componentry, support systems (structural, geotechnical, surveying, mechanical,

interaction services) techniques, mechanisation or automation. The field is open to as wide a number of categories as possible.

Entries must have been completed in the last financial year by, or under control of a member of the NSW Section, whether on

a government or private railway system.

Judging is based on:

Scoring Category Available Score

Difficulties overcome 10

Contribution / Impact to track 20

Technical Input 20

Degree of innovation in Perway aspects 20

Contribution to Safety 10

WH&S Systems 10

Amount of Local / Australian input 10

Total Score / Marks 100

Michael Hickey, Rail Planning Services

Lachlan Daniel, Mott MacDonald

Bob Ford, Ford Rail Management Pty Ltd

Daniel Armstrong, Rail Planning Services

Judges



55

Summary

Rough rides on the rail network are caused by sudden,

sharp changes in track geometry. As well as impacting the

customer experience, rough riding trains generate additional

rail noise for local residents and may cause damage to

rollingstock. They can also result in speed restrictions which

impact train operations and timetabling, and adversely affect

on-time running. In extreme cases, they may lead to serious

incidents such as carriage decoupling or train derailment.

The Rough Ride Index (RRI) is a mathematical model which

calculates a numerical value to a section of track based on

the condition of the track’s geometry. Mapping the RRI value

across the network enables track engineers to pinpoint and

repair rough rides on the rail network. More importantly,

it is being used successfully by maintenance planning

teams to predict the exact location of a potential rough ride,

allowing maintenance to be scheduled before a rough ride is

experienced by passengers or results in a speed restriction

being applied on the network.

A Rough Ride Index tool was built using macros and

automation, to deliver track condition information. This data

is being used by track maintainers to assign maintenance

resources and activities to sections of track based on

condition criticality, ensuring a more tailored approach to

maintenance, more efficient use of resources and better

use of track engineers’ time. This has the potential to deliver

significant cost savings for the maintenance program.

The Rough Ride Index tool was developed in-house at

Sydney Trains using existing resources and it is already being

embraced by maintenance planners and track engineers as

an effective predictive maintenance tool.

Innovation

By mapping the value of the Rough Ride Index over time, it

is possible to gauge the rate of rail degradation – information

that is highly valuable in maintenance planning.

Figures 1 and 2 illustrate two areas with high RRI values,

indicating the need for track maintenance. However, Figure

2 shows the value of the RRI is changing at a greater rate,

which provides maintenance planners with an important

evidence base to prioritise work in this area.

ENTRANT: Sydney Trains

Rough ride index

Figure 1 – High RRI value – slow rate of change Figure 2 – High RRI value – rapid rate of change


56


The following case study demonstrates

the effectiveness of the Rough Ride Index

tool in delivering accurate track condition

information. The tool identified a section of

track on the Waverton to Central Up Shore

Line with a value of 320 – well above the

threshold of 180 for a Rough Ride. A bog

hole defect caused by poor drainage was

found at the location and was corrected

before a subsequent AK Car run on 5 August

2014. The Rough Ride Index accurately

conveys the condition of the track before

and after tamping.

Case Study: Track condition recorded by the Rough Ride Index Tool before and after tamping

Threshold (RRIT = 180)

Relatively high values, but

minimal growth

The value of the RRI can also be reported as KML files in Google Earth to provide a holistic report of track condition to support the maintenance planning process.

2015 STEVE MAXWELL PLATELAYING AWARD

T H I R D S E S S I O N I S T E V E M A x W E L L P L A T E L A Y I N G A W A R D

57

Mark Harris, Beca

Mark Bell, Management & Rail Consulting

Stephen Fleck, John Holland

Bob Ford, Ford Rail Management P/L

Judges

Steve Maxwell was a Member of the Permanent Way Institution Committee for many years, and his hard work and dedication enabled the PWI to continue during some difficult times. Steve was an informed Judge of the Platelaying Award, and also an entertaining speaker and presenter.

Steve’s rail career began in NSW after graduating in Civil Engineering in 1970 and he progressed from District Engineer to become General Manager Engineering for CityRail, covering the suburban and interurban areas of Sydney. He made a huge contribution to the rail industry through his early advocacy of asset management as a key part of the rail engineering discipline, and with the introduction of numerous new infrastructure maintenance and asset management techniques and capabilities.

Steve’s untimely and premature death in 1997 was a great loss to the PWI and took from the industry a great engineer, friend and personable and supportive leader.

The Committee deemed it appropriate to name the prestigious Platelaying Award after Steve Maxwell.

This annual Award is made to encourage excellence in platelaying, and to bring to public notice the skills required to gain such excellence. The Award is made to the staff responsible, who in the opinion of the Judges, best demonstrate this excellence. In other words, the Award will indicate a permanent way job well done.

Eligible projects are any track renewal, or construction work, completed in the last financial year by, or under the control of, a Member of the NSW Section, whether on a government or private railway system.

There are two Platelaying Awards – one for Minor Works (less than $3m in value) and one for Major Works (greater than $3m in value).

Judging Criteria:

Scoring Category Available Score

Accuracy to Design and Survey 50

Site Presentation 50

Neatness of Fit of Components 50

Difficulties Overcome 25

Safety 25

Consideration of the Environment 25

Closeness to Planning and Timetable 25

Closeness to Budget 25

Level of Client Satisfaction 25

Total Score/Marks: 300

Steve Maxwell

T H I R D S E S S I O N I S T E V E M A x W E L L P L A T E L A Y I N G A W A R D

58

2015 STEVE MAXWELL PLATELAYING AWARD

Auburn Junction Project, Auburn, NSWNovo Rail AllianceAndy Williams – Senior Project Manager

Glenfield Junction Phase 2 – GlenfieldNovo Rail Alliance – Transport for NSW, Aurecon, Laing O’Rourke and RCR Infrastructure O’Donnell GriffinRaquel Rubalcaba – Alliance General Manager

Boggabri Maules Creek Rail Loops – Accelerated track constructionLS RailJulian Sharp – LS Rail JV Ops DirectorScott Francis – General Superintendent

Newcastle Coal Infrastructure Group (NCIG) Rail Flyover & Associated Works – Kooragang IslandLaing O’Rourke Australia Construction Pty LtdGareth Beynon – Project Manager

North Shore Track ReconstructionSydney TrainsAdam Vertsonis – Project Engineer

North Strathfield Rail Underpass – Slab TrackNorth Strathfield Rail Underpass AllianceChris Jones – Alliance ManagerJoaquin Mas – Operations Manager

South West Rail Link – Glenfield to Leppington Rail Line ProjectJohn Holland Pty LtdMalachy Breslin – Project DirectorGarry Lomas – Construction Manager

Beresfield Emergency ReconditioningRhomberg Rail AustraliaColm Hand, Project Manager

Flemington 700A, B & Diamond Crossover RenewalSydney TrainsMary-Ann Freeburn – Project Engineer

Hunter Valley Ballast Cleaning-Wollar / ULAN Leighton Swietelsky RailSimon Hughes – Operations Director

Lee Street Temporary Level Crossing, Kelso.John Holland CRNStephen Haagensen – Project Manager

Penrith – Peach Tree Creek RetransomingSydney Trains – John Holland RailPatrick Seyrak – Project Manager

Owen Seabury – Site Engineer

Woolloomooloo Viaduct FFU installationSydney Trains – John Holland RailTim Suttie – Project Manager

Jason Ghattas – Graduate Engineer

Major Works Entries – > $3MMinor Works Entries – < $3M

2015 STEVE MAXWELL PLATELAYING AWARDMINOR WORKS CATEGORY

T H I R D S E S S I O N I S T E V E M A x W E L L P L A T E L A Y I N G A W A R D – M I N O R W O R K S C A T E G O R Y

59

Executive Summary

The Beresfield Emergency Reconditioning Project was an

emergency job for the Australian Rail Track Corporation

(ARTC) as track was slipping under load into the adjacent

swamp area. The track had become a pinch point on the

network where the mains were unavailable for coal traffic

to pass over at any speed.

An ARTC sub-contractor had committed to ballast cleaning

the coal lines adjacent to this recon site during August

through October 2015, but unless coal trains were allowed

to run on the main line, the ballast cleaning could not

commence. This would in turn leave ARTC unable to meet

their 2015 ballast cleaning scope.

The project was carried out over three possessions during

July and August 2015 and involved 40m of reconditioning on

the up main. Sheet piling was required for 50m to support

the adjacent track.

There were a number of complexities and challenges to

overcome on this project. The most severe of these being

that of the four tracks on location, two of them were live at

different points during the works. This was intensified by the

fact that the work was carried out during both day and night

shifts. Night shifts bringing with them a battery of additional

difficulties.

Rhomberg Rail Australia (RRA) also had to overcome some

difficult site conditions including ground water and stockpile

areas 1km away from the jobsite. Three weeks’ notice was

given for this project, so resourcing the shifts and organising

plant was an added complexity. During the pre-possession

planning, ARTC indicated there was a possibility of acid

sulphate soils in the existing ground which Rhomberg

crews were planning to excavate. This obviously required

specialised preparation and execution.

Fig 1 – Reconditioning during night possessions

This project is worthy of the PWI Award because, in spite

of the heightened risk factors and unique challenges,

the reconditioning aspect of the project was completed

seven hours early, within budget, and, most importantly,

without incident.

Fig 2 – Sheet piling during coal/mains possession

PROJECT SCOPE

The project scope included:

• project management of all aspects from planning through

to execution and hand-over

• sheet piling: 90 sheet piles procurement and installation

• 40m reconditioning of tangential track at 2.2m below top

of rail

• New rock fill and bridging layer to ARTC design

specifications

Beresfield Emergency Reconditioning

Rhomberg Rail Australia Colm Hand, Project Manager Value of works: $1.1M


60


• track restoration using existing track infrastructure

• survey support to monitor track recon and adjacent

line stability

• safe working provided using different levels of protection

including LPAs, TOAs and CSBs

• resurfacing by ARTC contractor, managed by RRA

• acid sulphate soil treatment, handling and disposal.

PROGRAM OF WORKS

RRA program was as follows:

• installed sheet piles during the July mains/coals

night possession

• one week material deliveries and site environmental set-up

• piling completion and 40m recon in July weekend mains

possession (Friday 8pm – Monday 2am)

• sheet piles removal and follow up tamp in August coals/

mains possession.

Fig. 3 – Acid sulphate soil treatment bund

ACCURACY TO DESIGN AND SURVEY

The track was handed back to ARTC standards and, because

the tamping was completed with a stabiliser, RRA was not

required to put a speed on the recondition site.

DIFFICULTIES OVERCOME

• Due to this project being emergency works, there was

short notice to design, plan and execute the works. In spite

of this, we were able to resource and execute works to

ARTC expectations and standards.

• Scope change due to late client geotechnical design

increased scope by 33%. In response, we adjusted

procurement of quarry products and plant resources

keeping the project within the original schedule.

• Safe working at night and being adjacent to live traffic

meant that we had to conduct a high level of safe

working during the works, which included running

four-man protection teams and installing slew restrictors

on excavators to prevent fouling live coal lines.

Fig. 4 – Track restored

• Acid sulphate soil treatment – 150 m3 treated onsite post-

possession with soil sampling conducted and treatment

over two months prior to removal from site.

• Adjacent track stability was a challenge that was overcome

by using the sheet piling installed with maximum adjacent

line loading to 25 tonnes.

• Geotechnical requirements added complexity to the

project. ARTC provided us with unique designs for

backfilling due to poor underground conditions and included

bridging layers, rock fill layers and geo-membrane.

• As the site was located near residential areas with work

being conducted 24 hours a day, we carried out letterbox

drops prior to start-date, implemented noise monitoring

measures and controlled light spill during the works.

SAFETY/ENVIRONMENT

The project had a full time project safety officer (PSO) on site

during all the works and had audits from both ARTC senior

management and a Rhomberg Rail Australia director. An

environmental audit was also carried out by ARTC and no

incidents/NCR were reported.



61

Executive Summary

The renewal of Flemington 700 Diamond Crossover on the

Up Main, Down Main and Up Suburban at Flemington was a

challenging project in terms of the complexity of the turnout/

diamond arrangement, the inherent safety risks of working in a

congested site with heavy plant, work trains and infrastructure,

adjacent to other worksites and live running lines, the

environmental sensitivity of the site (adjacent to a threatened

species – Acacia Pubescens), and the staging of the work

over three weekend possessions, which meant that the

infrastructure had to be fully operational after each possession.

At the time the crossover was renewed, the points had been

booked out of use due to multiple points failures.

Flemington 700pts and 699pts were scheduled for renewal

in 2014/15. Design provided for delivery – including OHW

portal structures – in two stages. To reduce the risk of late

handback of the track for operations, the OHW structures

were to be installed prior to the trackwork renewals.

Preparatory works began in June 2014. Early possession

windows were sought for the renewal. Inspections revealed

there was only one (inadequate) access point to this site so

additional access points were created on the Up side through

Flemington Maintenance Centre (FMC) and Chep Siding.

Civil commenced installation of the OHW footings in WE08.

Midweek possessions were sought for the erection of the

portal structures however the possessions offered to the

project did not provide sufficient time to isolate, install and

reinstate the OHW.

There was no option but to proceed with the higher risk

strategy (with additional risk management measures) of

including erection of the portal structures in the second stage

works along with the reconditioning of 700 & 699 Diamonds.

Staging works for the overhead were also completed. The

enabling works for both 700 & 699pts helped to minimise

Soil Compaction Testing during Track Reconditioning

the risks to the trackwork and maximise the windows for

signalling and electrical works during the track installation

weekends.

The third stage was the installation of pre-assembled 700A,

B & Diamond track panels utilising the DESEC tracklayer,

upgrading of signalling equipment and the registration

of wires on MS15+448. A program was developed and

challenged by the project team. The risk assessment

included various go/no go times based on the program float

and subsequent acceptable risk to on time handback. For

example, rail could not be cut unless work trains were on

site by a specified time. This was strictly adhered to with

the renewal going ahead within 15 minutes of the identified

cancellation time.

Access was a key challenge – access was severely

constrained due to the configuration of the possession. Safe

management of the people and plant interface was achieved

by creating the additional access points, by staging of plant,

and by using a nearby lot for briefings. Plant movements

were controlled by traffic controllers. To further reduce site

congestion, the old panels were removed via Chep Siding to

a separate area until they could be disposed of. Use of FMC

also allowed for further separation of plant and processes.

Another challenge was the presence of a high pressure

gas pipe line running underneath the access road. The

Flemington 700A, B & Diamond Crossover Renewal

Sydney TrainsMary-Ann Freeburn – Project EngineerBudget: $2.2M


62


close proximity of a threatened species/sensitive habitat

also required careful management. These issues had to be

considered in developing the methodology. The expectations

of additional stakeholders (e.g. gas pipeline owner) also had

to be satisfied. Further, given possession arrangements,

infrastructure and the track and electrical isolation limits

meant that we had limited options for the unloading of

the DESEC. The participation of all our internal teams was

essential in developing an effective work methodology that

would be adhered to. Robust risk management, detailed

planning, excellent safety, environmental, quality and

scheduling support, and close collaboration and teamwork

across all disciplines culminated in the successful delivery of

this project. The work was successfully completed without

any delays or disruption to peak services on Monday morning.

PROJECT SCOPE

The project scope was to renew 700A, B & Diamond to

500:1.12 tangential turnouts on concrete bearers. Track

reconditioning of the crossover footprint and staging and/or

final vertical and horizontal alignment. Upgrade of EP motors

and the installation of Spherolock inbearers and rodding

with backdrives. A new four-track portal structure was also

required with extensive overhead works in order to register

the existing crossover wire onto the new structure.

PROGRAM OF WORKS

June 2014 – Mobilise project team

WE08 – 23-24 Aug 2014 – Installation of footings

WE20 – 17-18 Nov 2014 – Track reconditioning of Diamond

and plain track. Erection of Portal structure MS15+448.

Preparatory works.

WE29 – 16-19 Jan 2015 – Installation and commissioning of

700pts. This required early possession (from 2200hrs Friday)

and switching of 2 of the 4 tracks. Week 29,WE41,WE44 –Free welding and adjustments.

The core project delivery team consisted of Sydney Trains

representatives from the track, signalling, electrical and

civil disciplines who ultimately undertook the work with the

exception of WE29 electrical and resurfacing works. The

work involved about 100 personnel from the track, signals,

electrical and civil disciplines, as well as the DESEC with tilt

and flat wagons, work trains, and other plant.


Works were completed with compliance to the relevant

ASA standards. Track was required to be left in a staging

alignment until the renewal of 699pts (scheduled for 15-16

August). Overhead wiring adjustments were completed to

relevant tolerances.


• Staging of the works – additional electrical design checks

required as original design showed portal structure to be

erected during the installation weekend.

• Track access in a busy passenger corridor.

• Congestion of the worksite.

• Number of stakeholders with additional requirements.

• Creation of additional access locations.

• Methodology created based on timing of track access,

infrastructure and limits of overhead wiring isolation,

including the location of unloading for the DESEC, which in

turn dictated the location of the spoil train.

• Issues with switch closing during prebuild. Replaced during

pre-assembly QA.

• Engagement of all disciplines in the development of project

schedule and risk assessments to gauge contingencies.

SAFETY/ENVIRONMENT

In order to stockpile materials outside FMC prior to the

weekend, plant was required to travel through the FMC.

SWMS were developed to ensure the safe transit during

the working yard. During installation, there were constraints

on access based on the configuration arrangement due to

the proximity to live track and overhead and these were

identified as exclusion zones for plant. During the early

possession, certain plant was further excluded from site in

order to ensure no infringement on SAD. Extensive traffic

management was in place throughout to reduce people and

plant interactions. In conjunction with an external consultant

an Environmental Impact was undertaken taking into account

the staging works and methodology. An exclusion zone was

established and an appropriate offset agreed for the impact

of the project work. There were no lost time injuries or

environmental incidents.



63

Executive Summary

LS Rail is a joint venture between Leighton Contractors and

Swietelsky Australia and provides clients in Australasia access

to the world’s largest fleet of high output mechanised plant

and a step change in track laying and maintenance. From

2010 onwards, ARTC’s maintenance plan was continually

evolving and heading more towards mechanised maintenance

practices. One of these activities involved Ballast Cleaning

where there was a requirement to clean 96km of track over

an initial 2 year period but only in the main ARTC possession

and a number of 10 hour Aligned Maintenance Possessions

(AMP) on the Coal Roads. In December 2013, ARTC awarded

the 2 + 3 year Contract to LS Rail with ballast cleaning works

to commence in September 2014. An RM80 ballast cleaner

had been made available from Europe by Swietelsky which

although smaller than the incumbent RM900 machine,

was seen to deliver the right power to deliver the required

meterage in an efficient manner and approximately 8 months

after Contract signing the RM80 and 8MFC wagons were

stabled in the new Telarah depot, near Newcastle in NSW,

ready for the first possession.

From the very beginning, the successful delivery of this project

was dependant on a number of key innovations and learnings

that the LS Rail team were able to implement. The most

significant challenges during this particular possession were:

• Single line working requiring detailed planning of plant

movements and stabling points;

• Remote working resulting in dedicated site set ups,

communications and management of worker fatigue;

• Limited stockpile areas, especially for the large amount of

ballast needed;

• Significant civil works in difficult topographical conditions.

This was assisted by spilling to bank;

Ballast Cleaner in work mode

• Traversing of 2 viaducts between cut in / cut out points

along the 17km worksite; and

• Hot weather conditions that caused a significant track buckle.

The track possession occurred between 17 and 21 November

2014 with ballast cleaning taking place between 413.700km

and 397.925km on the Ulan Line, a total of 7,235m, equating

to the full planned scope. Approximately 10,000Te of ballast

was dropped and the track was handed back at line speed

following 3 tamping passes with the 09-3X including DTS.

Other works included repairs to the adjacent site access

track, reshaping of cess drains and clearing of other drains.

The overall site was handed back to ARTC 3 days after the

completion of the possession.

PROJECT SCOPE

The scope of works was to ballast clean between Wollar

and Coggans Creek on the ULAN Line between chainages

413.700km and 397.925km with a total of 7,235m of actual

cleaning. Predetermined target depths of between 250mm

and 350mm had been identified following pre testing by

ARTC prior to the project commencement with the spoil

generated either placed into the MFC wagons and dumped in

agreed locations of “spilled to bank” to be used to improve

existing access roads and cess drainage.

Hunter Valley Ballast Cleaning – Wollar/ULAN 17 to 21 November 2014

Leighton Swietelsky RailSimon Hughes – Operations DirectorValue of works: $1.9M

LS RAIL


64


Prior to the possession, 10,000T of ballast was delivered

at 2 separate stockpiles and loaded into the ARTC supplied

ballast train and dropped as required along the worksite.

Resurfacing was completed using the 09-3X dynamic

tamper and SSP303 regulator in association with the

GEDO surveying system to ensure accurate track position.

Two temporary compounds with facilities were set up,

community liaison was conducted some weeks prior to

ensure minimal disruption to the local community and traffic

plans were produced and approved to enable the additional

traffic including access on and off from the main rural

thoroughfare.

PROGRAM OF WORKS

The key elements of the program were:

• 6-7 Nov: Final site walk for scope verification;

• 10-14 Nov: Delivery of 10,000T Ballast;

• 17-21 Nov: Commenced possession and cutting of

7235m. Top Ballasting was completed utilising the ARTC

ballast train that was loaded by FELs at the 2 designated

stockpiles. Resurfacing was completed by the 09-3X

Dynamic tamper and SSP303 Regulator; and

• 22-25 Nov: Civil engineering works were completed

including access road and cess drain improvements.

Worksite handed back to ATRC.

Mephisto Survey system


The works were completed in accordance with ARTC

Standards with the track alignment handed back to within

10mm of horizontal and vertical design. This was achieved

using the Mephisto survey system that is used to provide

fixed point measuring and paperless document data transfer

of track survey data to the 09-3X tamper, creating absolute

track geometry, which is a comparison to the fixed point

system and not adjacent to it. The machine has a high level

of accuracy, reducing the labour requirements. Stakeholder

site walks were conducted during the possession with minor

corrections completed prior to possession end.


Programme – The programme was extremely tight with the

Ballast Drop and Tamping coming on the critical path very

early in the programme. This was closely managed using

specific time-distance charts called SOG or site works plans.

Constrained Area – Civil works in constrained areas was

difficult along with the logistics of moving plant through a

17km worksite. This was also managed using the SOG Charts.

Hot Weather – Working in 40C temperatures and trying

to maintain the plant along with dealing with heat buckles

during the cleaning process. This heat buckle was realigned

during the following nightshift.

SAFETY/ENVIRONMENT

Safety – The size of the worksite along with 2 compounds/

stockpile areas with 5 access points made this a very

difficult site to manage. We had an accident/incident free

possession with briefings, toolbox talks and presentations

being held prior to the possession to ensure all procedures

and processes were adhered to.

Environment – The site ran through a main rural

thoroughfare alongside our main compound. To enable a

smooth interface with the local community we put traffic

control in place to maintain the efficient running of the local

roads. We were complimented by the local community

on the ‘upfront’ work put in place to communicate our

programme and mitigations to allow minimal disruption.Heat buckle during possession



65

Executive Summary

The Roads and Maritime Services (RMS) are currently

upgrading the Great Western Highway through the township

of Kelso, near Bathurst, in Western NSW. As part of this

upgrade project, which will see 2.8 km of existing single

lane highway converted to dual carriageway, a temporary

diversion of the highway was proposed by the RMS around

the construction area. This temporary diversion would

significantly reduce construction timing for the project and

in turn reduce the overall cost of construction. The diversion

would see the construction of a temporary level crossing,

conventional left-hand turnout and a 300m siding at Lee

Street with traffic diverted off the Great Western Highway

and along a diversionary route running through Lee Street and

Stockland Drive. The completed level crossing would be in

operation for 18 months.

The rail corridor adjacent to Lee Street, Kelso, is located on

the Country Regional Network (CRN). John Holland CRN acts

as the Managing Agent and nominated Rail Infrastructure

Manager (RIM) of the CRN, on behalf of Transport for NSW

(TfNSW), as the Asset Owner. The Lee Street level crossing

location was a complex site, with two main lines, and a multi-

user siding (GrainForce and Downer EDI), resulting in the

level crossing to span four tracks, including both the mainline

and private sidings.

The Lee Street level crossing is not the standard F-Type design

but instead is a manually driven (motorised) system using two

protection officers to operate the level crossing. There are two

sliding gate mechanisms in place of half boom barriers, one for

each lane of traffic on each side of the corridor. These gates

secure the rail corridor from road traffic, Fortress keys are then

used to operate the Signalling system, which is housed in a

level crossing interface panel that is located in the signalling

hut installed adjacent to the level crossing.

Showing construction works at Lee Street Level Crossing

The project required a close working relationship to be formed

with the stakeholders below to ensure that the project was

delivered on time and within the allocated budget:

Downer EDI / Elders Real Estate; GrainForce; Roads and

Maritime Services (RMS); Transport for NSW (TfNSW);

Country Regional Contracts (CRC); John Holland CRN

Network Operations; Essential Energy; Telstra; Jemena Gas

County; Bathurst Regional Council and local residents.

The current train operations that run through the area include:

• Mixed passenger services including:

• NSW Trains XPT, Sydney to Dubbo and return (daily);

• NSW Trains Explorer service, Sydney to Broken Hill and

return (weekly);

• GSR Indian Pacific Sydney to Perth and return (weekly);

• Intermodal (container) freight operating from and to various

destinations; and

• Grain services originating in the Central West travelling to

Port Kembla.

PROJECT SCOPE

The construction and installation scope involved:

• Temporary removal of an existing EDI siding and turnout;

• Constructing and installing L/H 1 in 9 convention turnout;

Lee Street Temporary Level Crossing, Kelso. Project 1415-737

John Holland CRNStephen Haagensen – Project ManagerValue of works: $3.5M (construction cost only)


66


• Constructing and installing of a 300m siding;

• Constructing and installing the Lee Street temporary

level crossing;

• Installing 4km of fibre optic cabling and trenching, signalling

circuit modifications, various installations of inspection pits

/under bores, testing and commissioning;

• Lifting the existing multiuser siding and resurfacing of the

track works;

• Installing new glue insulated joints; and

• Raising the current GrainForce hardstand area.

PROGRAM OF WORKS

Key project milestone dates are as follows:

• John Holland CRN commence works onsite 11 May.

• Removal of existing EDI siding: Completed 12 May.

• GrainForce turnout installation: Completed 23 May.

• Installation of road surface: Completed 25 May.

• Installation of new siding: Completed 25 May.

• Construction of GrainForce hardstand: Completed 7 June.

• Removal of overhead KV cables: Completed 10 June.

• Installation of signalling equip: Completed 23 June.

• Signalling commissioning: Completed 23 June.

• Installation of gates: Completed 23 June.

• Project completion date: Completed 30 June.


• We completed the works in compliance with the relevant

John Holland CRN and RMS standards and Hyder designs.

• We addressed and overcame the changing elements of

the design on site, through open communication with

designers and the relevant stakeholders to continue to

meet projected completion dates.

• We monitored the co-ordination of the rail infrastructure

and civil works design levels to achieve an accurate

outcome, for the finished surface levels of the road and

railway main lines.


• We constructed and installed the 300m siding, turnout and hardstand area to ensure the GrainForce facility continued to operate whilst the works were being undertaken. We completed these works within 72 hours.

• Ensuring we met all stakeholders needs and requirements.

• The level crossing location was peppered in services; we did not damage one service during the construction works.

• Due to funding issues, the program was cut down from 4 months to 7 weeks. Despite this, the level crossing was opened on time and within budget.

• Towards the end of the project, weather became an issue with snow falling on the site.

• Due to the gate/signalling interface being a one off design, I developed a bespoke training package for the protection

officers, to operate the crossing safely and effectively.

Showing completed GrainForce Siding

SAFETY/ENVIRONMENT

• As John Holland does not use dual lifting, we came up with the idea of utilising the GrainForce reach stacker to install each section of turnout, in one controlled lift process. This eliminated a people plant interaction.

• We completed 14,000 man hours with zero incidents or injuries occurring.

• GrainForce is an operating facility with over 100 trucks passing through the site daily. We managed and discussed site traffic on a daily basis, to control people plant interaction and address the constantly evolving areas of work.

• We retained and reused all excavated material on site.

• We installed sound protective barriers on a resident’s property located directly opposite the worksite, in order to reduce the noise impact on her during the project.

• Due to the close proximity of the concrete batching plant, we had zero wastage during construction.



67

Executive Summary

Penrith Peach Tree Creek retransoming project was part of Sydney trains bulk contract works, which was a multi stakeholder initiative set up to drive collaboration between public and private organisations. Delivered on 23rd – 24th May 2015 (WE47) John Holland and Sydney trains worked closely to deliver the project on one of the longest transom top bridges in the west district spanning 90m.

The project consisted of retransoming and re-railing the Up Main track during configuration 7 to replace existing damaged, rotten and unsuitable transoms on the main line.

Over one weekend, the large scope of works was completed within program, quality and budget constraints.

No safety or environmental incidents occurred with work occurring around the clock.

Due to the location and type of the work associated with retransoming, the entire bridge was scaffolded to provide better access and safety for personnel onsite.

Specialised machinery was utilised for the job to increase productivity and safety including hi-rail excavators with pallet forks and sleeper grabs, hi-rail pettibone and specialised drilling tools for timber transoms.

PROJECT SCOPE

The track and signalling scope of works included the following:

• Removal and replacing 181 transoms on the Up main track on the Peach Tree Creek bridge.

• Re-railing either side of the bridge totaling 440m.

• Re-railing bridge running rails and guard rails.

• Adjustment welding to cover re-railing scope.

• Installation of new bridge end sleepers.

• Installation of a new guard rail nose cone on country end of bridge.

• Installation of new ballast logs and Alt1 plates at bridge abutments.

Retransomed Peach Tree Creek Rail

• Installation of new four foot walkway.

• Tamping of track either side of Peach Tree Creek bridge.

• Shunt testing of new running rails.

• Overhead Wiring Pan checks.

PROGRAM OF WORKS

All work was completed on WE47 over four shifts.

Work began on the bridge at 0500 on the Saturday with the track certified and handed back at 2300 on Sunday night fit for operational use.

Completely removing and installing 181 transoms was made more difficult by the fact the tamper required for the job had to arrive onsite to tamp bridge ends at 0600 Sunday morning. This meant the transoms, rails, bridge end sleepers and ballast logs had to be installed within the first two shifts of the job.

Penrith – Peach Tree Retransoming

Sydney Trains – John Holland RailPatrick Seyrak – Project Manager, Owen Seabury – Site EngineerValue of works: $600K


68



Rail traffic

Along with various hi-rail machines being utilised to complete the works there were also numerous work train movements from other worksites in the area, which was made increasing difficult by limiting all rail movement to the one track for half of the possession.

Bridge span and girders

Another level of complexity that contributed to the difficultly of this project was the unusual nature of the transom top bridge being on a curve (783m radius), which required attention to detail for survey and the procurement of materials. The bridge itself is made of six different spans, which meant every transom and bolt had a specific size and thickness. All bolt spacing and bolt locations had to be measured individually to get accurate locations.

Access and constrained work areas

The available work area on the bridge was constrained and limited to two tracks and a six foot walkway. Careful planning and management was employed to ensure safety of personnel onsite. Safety management such as plant movements limited to the Down track and personnel movements on the Up track and four foot walkway reduced plant and personnel interface.


All 181 transoms were installed on a vertical and horizontal curve over six different bridge spans within acceptable limits.

Practical completion and certification of the track was completed on the weekend.

SAFETY/ENVIRONMENT

Removing transoms on the bridge opened up working at heights issues, which was overcome by scaffolding the entire bridge to not only eliminate the hazard but also stop materials and miscellaneous items falling into the creek and park below.

Traffic management was conducted to limit impacts to nearby roads and businesses and local council was contacted for use of surrounding parklands and roads for site establishment.

John Holland along with Sydney Trains conducted numerous risk workshops to highlight and address risks associated with the project developing safety management plans, traffic management plans and environmental management plans, which were briefed to all staff working on the project.

Over the weekend zero safety incidents occurred with over 50 personnel being onsite throughout the weekend.



69

Executive Summary

Woolloomooloo Viaduct FFU installation project was part of Sydney trains bulk contract works, which was a multi stakeholder initiative set up to drive collaboration between public and private organisations. Woolloomooloo FFU half block installation entailed the replacement of 180 half-timber blocks with FFU half blocks during a scheduled track possession on the 11th and 12th of July 2015 (WE02). John Holland worked in close collaboration with Sydney Trains to deliver the project.

The FFU half blocks are fixed to the concrete viaduct in a bed of megapoxy using a top-down construction process. The construction tolerances for gauge, height and alignment were +/-1mm to design. The works comprised many innovative ideas and strategies to increase safety, quality and reduce time constraints of tasks on the critical path.

The use of PEM units to jack the track up resulted in a safer and more efficient method rather than using conventional hydraulic jacks. Using the PEM unit to jack the track increased safety as the risk of hydraulic jacks failing was mitigated and reduced the need to constantly reposition and drop the jacks whilst working on a face.

Bolt shearers were used to cut the existing hold down bolts, in lieu of conventional oxy cutting gear or grinders, reducing time to strip the old track and to begin coring new holes. This allowed John Holland additional time to ensure the stringent design tolerances were met; reduced time spent removing the existing track resulted in more time allocated to surveying and ‘locking in’ the track before pouring megapoxy. This ensured a better quality end product.

Coring into the concrete substrate for the installation of hold down bolts also proved to be an innovative task as John Holland in collaboration with Sydney Trains designed jigs to

Fig 1 – Woolloomooloo Viaduct

ensure all core holes were drilled perpendicular to the foot of the canted rail. Previously the quality of coring could be improved as holes where in some cases cored to suit the cant of the concrete substrate, resulting in issues when installing new threaded rod for tying the FFU half Blocks to the viaduct.

Furthermore, low-profile steel gauge bars were fabricated by John Holland to correct the gauge and cant of the rail prior to surveying and locking the track in. These gauge bars were designed for ease of installation and accuracy to gauge and cant. Previously, conventional low-profile timber sleepers were used another difficulty that was overcome was the substantial scope that needed to be undertaken. Previously, 120 FFU half blocks was the largest scope that was undertaken over a 2 day Sydney Trains possession, however 180 FFU half blocks were delivered in this possession.

Woolloomooloo Viaduct FFU installation

Sydney Trains – John Holland RailTim Suttie – Project Manager, Jason Ghattas – Graduate Engineer Value of works: $201K

Fig 2 – Coring of HD bolts


70


PROJECT SCOPE

The track and signalling scope of works included the following: Removal and replacing 180 FFU half blocks.

Fig 3 – Using Pem units to jack the rails to safely remove the existing half block

PROGRAM OF WORKS

The works were programed over 4 shifts over a typical weekend possession (Config 1, WE02). The works involved:

• stripping the existing timber half blocks

• removing existing hold down bolts

• surface preparation for epoxying by scabbling the concrete substrate

• coring holes for new hold down bolts

• detailed survey of track to ensure gauge, alignment and height were within tolerance

• installation of new FFU Half Blocks

• forming up new half blocks and pouring Megapoxy to underside of FFU Half Blocks

• stripping formwork/site clean-up

All works were completed within allocated times as per the construction schedule.


One major difficulty of the project was the requirement to reinstate the track to +/- 1mm alignment, height and gauge. After surveying by external surveyors and Sydney Trains, all design tolerances were met to +/- 1mm.


Main difficulties that were overcome included:

• The tight quality acceptance criteria from Sydney Trains were overcome through multiple risk workshops and lessons learnt. Ideas and suggestions from Sydney Trains and JH site staff were implemented in order to meet the +-1mm tolerances.

• Learning curves from previous FFU projects ensured site staff are used to the stringent quality expectation and acceptance.

• The installation is very process driven. The detailed planning with Sydney Trains ensured a detailed breakdown of each step, which was communicated to the site staff. This resulted in a high quality delivery.

• Joint development of the ITP, check list and quality documentation between ST and JH prior to the possession. This allowed for open communication and site discussion/instruction. This resulted in both parties having a “best of project” approach to the delivery.

• Access in this location is very congested. Early engagement of the community by the Sydney Trains Project Manager ensured co-operation with the local residents. Developing detailed TMP and implementing the plan minimised disruptions during the possession. This is particular for vehicle access and parking.

SAFETY/ENVIRONMENT

John Holland, along with Sydney Trains, conducted numerous risk workshops to highlight and address risks associated with the project developing safety management plans, traffic management plans and environmental management plans, which were briefed to all staff working on the project. Over the weekend, zero safety incidents occurred with over 50 personnel being onsite throughout the weekend.

Fig 4 – Pouring of megapoxy

2015 STEVE MAXWELL PLATELAYING AWARDMAJOR WORKS CATEGORY

T H I R D S E S S I O N I S T E V E M A x W E L L P L A T E L A Y I N G A W A R D – M A J O R W O R K S C A T E G O R Y

71

Executive Summary

As part of the LGCUP (Lidcombe to Granville Upgrade) Program, the Auburn Junction Project identified infrastructure performance enhancements to meet future rail demands and forecast increases in passenger and freight traffic. The main focus of the upgrades were signaling and track configuration to allow greater operational function, optimizing turnout speeds, signalling overlaps and headways. The latter is a critical issue for maximising line speed that is determined by track and signalling specifications as well as operational factors such as stopping patterns and avoiding express services travelling through turnouts. These upgrades facilitated the provision to forecast density of traffic into and out of Auburn to AMC (Auburn Maintenance Centre) without adverse impact on reliability and availability of Main Lines. The new signaling system will resolve the current restrictions on Clyde – Granville section that impact on reliability and availability of Main West Lines. Furthermore, this will resolve conflicts resulting from length of freight trains and minimum stop / start distances in order to optimise Operating Headways that optimise both passenger and freight speeds.

Optimum operational track layouts were developed by listing all movements in the corridor and identifying the crossovers that facilitated these movements, and then assessing ways of achieving the same end result with fewer infrastructure components, what level of performance is required of the components and whether existing infrastructure is adequate, requires renewal or replacement in order to deliver nominated corridor benchmarks. These include 100km/h line speed on mains, 80 km/h on suburbans, availability to throughput up to 24 passenger trains per hour by 2016 during peaks, flexibility for up to 40 trains per day accessing the Main Train and Reliance Rail facilities by 2012, reliability to maintain suburban passenger On Time Running at 96%, capacity to maximise freight access in periods between peaks for up to 1500m consists (demand for paths ranges

Stage 11 – Clyde Yard and new Mainline Signals

from 2 to 8 depending on time of day and other traffic on the network), from infrastructure assets that are cost effective and safe to operate and maintain.

The project worked 60 plus possessions, erected 82 new OHW Structures, constructed 5 new Signal Locations installed 24 new track crossings, pulled in 100kms of Signalling cable, excavated 24 new ULXs and installed updated signalling systems and signalling infrastructure.

PROJECT SCOPE: 65 WEEKEND POSSESSIONS

• Track renewals including removing and installing crossovers (31 Track Turnouts)

• Installation of track drainage (2500m)

• OHW works including the replacement of life expired OHW structures (97 Footings and 82 Structures)

• Installation of new services routes and ULXs (4200m CSR and 28 ULXs)

• Installation of new signaling equipment including trackside structures (60 New Signals)

• Installation of new signal LOCs (signal rooms) within the rail corridor (5 new buildings)

• Construction of new relay and compressor rooms within the rail corridor (3250 Air Line)

Auburn Junction Project, Auburn, NSW

Novo Rail AllianceAndy Williams – Senior Project ManagerValue of works: $197M


72


• Construction of new combined services route inclusive of Signals, Communications & HV (100Km of new Signal Cables)

• Site survey and Site contamination survey and geotechnical survey

• Installation of High Voltage Cable Route and pad mount transformers (3700m New HV Cable)

PROGRAM OF WORKS

2010 – Project Development. March 2011: Project Start

Xmas 2012 – Stage 9 Track and OHW Structures

Xmas 2013 – Stage 9 Suburban Signals Commissioned

Xmas 2014 – Stage 10 Suburban and Mainline Signals Commissioned

01-31 May 14 Midweek Yard Possession – Track Recon for 638, 636, 635, 634 and 633 Turnouts.

23/24 May 15 – Mainline Possession: Commissioning of Stage 11 Mainline Signals

30/31 May 15 – Mainline Possession: Commissioning of Stage 11 Clyde Yard Signals

01 June 15 – Yard Handed back to Pacific National

Project Completion 1st September 2015


Meticulous possession planning was employed to ensure safety, quality, program and cost were not affected. All material and workmanship were completed in compliance with the relevant Transport for NSW and Sydney Trains Standards.


• Multiple stakeholders – Rail Corp, Pacific National, Sydney Trains, Manildra Flour/Sugar, Cement Australia, Auburn Council and AMC

• Logistics – Mobilizing from multiple site set ups through Stages 9, 10 and 11.

• Time constraints during commissioning periods

• Public Liaison – Residential areas close to the worksite.

• Maintaining operational functionality throughout complex construction stage works.

• Coordination of multiple disciplines and scopes in congested possession areas.

SAFETY/ENVIRONMENT

Throughout the transition of Novo Rail Alliance owner participant from Railcorp to TfNSW, the project successfully transitioned from Railcorp SMS to Laing O Rourke SMS and associated Principal Contractor nomination. The Project operated as the Principal Contractor in the LPA. SWMS were developed and procedures challenged throughout the life of the project. The Project secured a specific Environmental License for the project works and no environmental incidents were recorded throughout the project

Rigorous geotechnical investigation allowed the project to isolate contaminated areas and to build the new area around them. This resulted in less contaminated waste being excavated and subsequently reduced costs and reduced hazardous material exposure to site operatives.

During the lifetime of the project, 1.1M man hours have been completed. Currently the project has not had an LTI for over 800 days. Project LTIFR 4.82

Stage 11 Track Construction (before and after)



73

Executive Summary

The Glenfield Junction Project Phase 2, formed part of the Glenfield Transport Interchange (GTI) scope in Glenfield NSW. GTI had three major components including upgrading the existing Glenfield Station, the reconfiguration of the Glenfield Junction and the construction of two new flyover structures. The project also had to be coordinated with the South Sydney Freight Line (SSFL) which was being built by ARTC parallel to the works The objectives of the project were to increase the capacity for train movements through Glenfield Junction, enable future commissioning and operation of the South West Rail Link (SWRL), upgrade the existing station into a transport interchange and increase the reliability of the junction.

GTI was delivered by Transport Projects Division (TPD) and Transport for NSW (TfNSW) who engaged the Glenfield Junction Alliance (GJA). GJA was responsible for all design elements and the construction of the upgrade to the existing station and as well as the flyover structures. Novo Rail on behalf of TPD reconfigured the junction, which included all Track, Signalling, Electrical/Over Head Wire (OHW), Communication and Civil Scopes (within the danger zone).

The track scope required a detailed staging plan that was coordinated with the main stakeholders, specifically Sydney Trains (formerly RailCorp), with regard to operations and possession planning.

The track scope of work included:

• Reconditioning and adjusting tracks, including the Main South, East Hills and SSFL track

• Supplying and installing the new Up & Down East Hills, and the new Up & Down Lines to Leppington to the project boundary which interfaced with the SWRL being delivered by contractor John Holland

• Supplying and installing 16 new turnouts

• Removing and disposing of the redundant SSFL, Up East Hills, turnouts and crossovers

PROJECT SCOPE

In addition to the track scope, the project also included:

• Civil & OHW including – new OHW Structures and footings, removal of existing OHW structures and footings, adjustment of existing OHW as per staging, new ULX for all services, drainage works in the danger zone, installation and removal of temporary level crossings and hi-rail access pads;

• Electrical & OHW – modifications to the existing substation, relocating and commissioning 1500 and HV feeders , constructing new pad mount transformer, supplying, installing and commissioning new HV cables, rebuilding OHW through the junction, and removing redundant OHW

Glenfield Junction Phase 2 – Glenfield

Novo Rail Alliance – Transport for NSW, Aurecon, Laing O’Rourke and RCR Infrastructure O’Donnell Griffin Raquel Rubalcaba – Alliance General ManagerValue of works: $173M


74


• Signalling – installing and commissioning new signalling infrastructure to support new infrastructure, constructing new interlocking, decommissioning redundant signalling equipment, constructing and fitting out the new compressor room, upgrading existing signal room, testing and commissioning new air system, stage over/testing all operated points and pre-testing and completing the final commissioning of the junction

• Communications – support and relocation works for all new scope.

PROGRAM OF WORKS

The original programme detailed scope of works being completed between 2010 and 2013. Due to changes in possessions and other external factors, the project was commissioned in June 2014 and completed in November 2014 using less weekends than originally planned.

Due to the majority of scope either adjacent to or tying into operational assets, the majority of scope was completed over 56 weekend shut downs. The remainder was completed mid-week.


Works were completed to the relevant designs and specifications.

As every structure within the junction including the platforms were to be either demolished or refurbished (not Novo Rail Scope), survey control locations were hard to maintain. This resulted in control points being relocated a number of

times over the project to match the staging. This occurred successfully without any setting out errors.

To comply with standards, temporary survey plaques were installed on every structure in each stage to ensure Sydney Trains maintenance could check the location of the track.


Logistics, coordination and program were the projects largest issues to overcome. With the majority of scope being completed in weekend shut downs, the amount of works completed each weekend was significant, within excess of 100 operatives each shift and 20 items of plant.

Planning was the key to this with the team completing detailed planning 14 weeks before each weekend to ensure all scope was planned and coordinated.

SAFETY/ENVIRONMENT

Due to the majority of Novo Rail’s scope being completed in possessions within the rail corridor with limited access and egress, the amount of high risk activities was large. These were controlled or eliminated through the projects Construction Health and Safety Management, which required all scope to be risk assessed and controlled by Safe Method of Work Statements. These were supported by detailed planning sessions were every item of scope was discussed and coordinated to ensure it was delivered safety.

Unfortunately not all hazards were eliminated and the project had a LTFIR of 1.23 after 843,513 man hours.



75

Executive Summary

LS Rail is a joint venture between Leighton Contractors and Swietelsky and provides clients in Australasia access to the world’s largest fleet of high output mechanised plant and a step change in track laying and maintenance. LS Rail was contracted by Leighton Contractors (LCPL) to lay the 30km of trackwork including 4 turnouts on the Boggabri Maules Creek Rail Project (BMCR) with completion planned for March 2015. The scope also included installation of track along a 1km viaduct structure. During early September 2014, LS Rail were asked to investigate an accelerated program to enable first coal to be hauled from the mine on 16 December 2014, some 3 months earlier than planned. A program was jointly developed with LCPL and the main Client in order to understand the constraints and requirements and what was achievable in an 8 week period. This included amending formation completion dates to enable more efficient delivery, working on multiple fronts, implementing a 7 day working calendar including specific nightshifts to reduce interfaces with the ongoing civil works and agreeing the minimum track requirements for running the rolling stock from the mine. Other considerations included the need for additional resources across all construction activities, safety especially in relation to critical risks such man/machine interface and worker fatigue and the overall management of the critical path within a very short construction period.

Full track construction works commenced in mid-October 2014 with full 7 day working starting towards the end of October. In total, 3 main work fronts were worked on including additional sites at the 1km long viaduct and the ARTC turnout area that was installed during the November 2014 ARTC shutdown. Other acceleration measures included the installation of a thinner bottom ballast layer to enable sleeper laying to start earlier, mobilisation of a captive ballast wagon set to supplement the hi-rail dump trucks for top ballast placement and development of special rollers to enable the rail to be pulled over the 1km viaduct. Some delays did

Coal Train travelling over the Maules Creek Viaduct

occur due to late handover of formation, flash butt welder breakdowns, wet weather and excessive heat, which resulted in the need to reduce some of the de-stressing scope whilst still achieving train running on 16 December 2014.

Track laying through Maules Creek cutting

After some negotiation and review of the Clients operating requirements, it was agreed that a temporary speed restriction of 20km/hr could be implemented whilst the track was un-stressed although fully tamped and regulated.

As planned, the track was signed into use by the LS Rail 52/53 Supervisor and the first train ran on the morning of 17 December 2014. Final de-stressing and other works were completed in early 2015 with signalling commissioning being completed during the March 2015 ARTC shutdown.

Boggabri Maules Creek Rail loops – Accelerated track construction

LS RailJulian Sharp LS Rail JV Ops DirectorValue of works: $11.0M

LS RAIL


76


PROJECT SCOPE

The project scope involved the construction of two new rail loops to service the existing Boggabri coal mine and the newly created Maules Creek coal mine. Both loops are approx. 11kms in length and shared an 8km common section connecting to the Main Northern rail line between Boggabri and Baan Baa. Construction activities included flash butt welding of 20m rails into 200m strings, bottom ballast placement, sleeper laying with octopus attachments, rail placement, clipping, top ballast with captive ballast train, resurfacing and rail adjustments. The main line connection required the installation of 1:18 turnout with a 1:15 turnout at the common junction and a 1:9 turnout at each loop. Track signage and creep posts were also installed as part of track scope. Other works included the installation of track over the 1030m long steel girder viaduct spanning the Namoi River located in the common track section and track slabs in the train load out (TLO) areas. Boggabri coal haul road was also operational during construction and intersected the rail line in three locations, requiring temporary level crossing installation and staging to allow 200t haul trucks to maintain supply to the existing TLO. Haul trucks ran 24/7 throughout track construction without incident or disruption.

PROGRAM OF WORKS

Track construction program originally had a start date of mid-September 2014 with a mid-March 2015 commissioning. Due to changing requirements by the Clients (Whitehaven Coal / Boggabri Coal) in early September 2014, accelerated track construction discussions were held, requesting a completion date of 16 December 2014. These accelerated works commenced in mid-October 2014 and completed sufficiently in 40 calendar days to enable the first train to load at Maules Creek on the morning of 17th December. Final works including de-stressing were completed in early 2015.


Resurfacing prior to first train was completed utilising two Pandrol Jackson tampers and the LS Rail 08-275 Unimat. Final tamp was completed in early 2015 utilising the LS Rail 09-3X tamper with integrated dynamic track stabiliser and the GEDO surveying system to ensure a compliant product was achieved. Final as built data indicated alignment offsets within +/- 6mm with super elevation within +/- 4mm and rail level achieved within tolerance.

Special rail rollers developed for viaduct works


Viaduct – Due to the location of the steel viaduct and delayed supply of transoms, it was necessary to adapt rail installation methodology to avoid program pinch point for ballasting and resurfacing. Both running rails and guard rails were launched over viaduct in one continuous length (1km) utilising purpose manufactured rollers.

Weather – Extreme heat required works to cease on 8 days out of the eventual 40 day program, affecting overall production. A 20kph TSR was agreed to enable trains to run without de-stressing.

Top Ballast – a captive ballast wagon set was mobilised to speed up top ballast operations.

SAFETY/ENVIRONMENT

The accelerated trackworks were completed MTI and LTI free and without any environmental incidents. Critical risks such as the interface with Haul trucks and the additional plant including the captive ballast set were managed in accordance with LCPL Construction Safety Essential requirements and rail safety requirements. The accelerated track work program also required constant monitoring of the workforce for fatigue with twice daily consultation with workforce to ensure that changing circumstances was closely managed.Track laying using ballast box



77

Executive Summary

NCIG/Aurecon Hatch engaged Laing O’Rourke as its specialist rail delivery partner on the staged expansion of its terminal at the Port of Newcastle. The last stage of the project, named “Rail Flyover” was completed in May 2015. In summary, the track works completed as part of the project included the greenfield construction of 12 turnouts and approximately 6200m of track. Over 7 possessions in 16 months, the new track was added to the existing network through PEM LEM turnout installations and complex track slewing.

Detailed planning, engagement with community and flexible construction methods enabled the team to meet the challenges and overcome issues including commissioning and wheels free restrictions, difficult access, tightly constrained work areas, and extended wet weather causing lengthy delays to handover of construction zones.

One of the highlights of the project was the team’s ability to plan and deliver as far as possible all scope that could be achieved outside possessions, creating sufficient time for commissioning whilst reducing the risk of possession overruns. Another highlight was the assembly of twelve new concrete tangential turnouts using Laing O’Rourke’s specialised PEM LEMS for the installation and commissioning during track possessions. Furthermore, the team utilised its full array of specialised rail resources including our well respected resurfacing teams and Laing O’Rourke’s flash butt welder commissioned by the team to weld 60kg HH long rail strings.

Throughout the project, Laing O’Rourke worked closely with Aurecon Hatch and other contractors to achieve zero lost time injuries, zero possession overruns and zero delays to operations. NCIG is located at the Port of Newcastle, which is the world’s largest coal export port; delays to hand back would have resulted in huge disruptions to the Hunter Valley coal network.

Aerial view of completed “Rail Flyover”

PROJECT SCOPE

Project scope included construction of trackwork for the NCIG flyover project including all required management, supervision, personnel, equipment and materials to complete the works.

The majority of works were undertaken adjacent to operational rail lines within the busy port facilities and included seven separable stages of island track construction leading into possession works allowing connection of new tracks into existing operational lines.

Project construction scope included:

• Grade separation of the inbound track for the NCIG Northern Rail Spur including the construction of three new arrival roads over the new flyover bridge.

• Modifications to the existing rail loop including the installation of twelve concrete tangential turnouts using Laing O’Rourke’s specialised PEM LEMS for turnout installation.

• Realignment of the Kooragang Island Main Lines.

• Grade separation of the outbound track for Kooragang including the construction of the new Up Kooragang Main Line under the new flyover bridge.

• Modification and construction new rail sidings.

Newcastle Coal Infrastructure Group (NCIG) Rail Flyover & Associated Works – Kooragang Island

Laing O’Rourke Australia Construction Pty LtdGareth Beynon – Project Manager Value of works: $10M


78


LORAC Flashbutt Welder in action

PROGRAM OF WORKS

Works were carried out between February 2014 and May 2015 and split between the seven separable portions.

A baseline program was established upon contract handover dates as well as key activities and milestones. The original baseline program allowed for a relatively “low & slow” level of key resource for the pre-possession works.

Early review of combined possession programs indicated potential possession overruns. Further refinement of programs and construction methodology achieved the best possible program outcomes. All programs were loaded with key resources and linked to ensure efficient utilisation and allocation of resources.

Throughout the project, Laing O’Rourke demonstrated a steadfast commitment to meet program obligations and this commitment can be demonstrated by way of regular documented program updates.


All track was constructed to design drawings and ARTC’s stringent new track construction tolerances from finished capping to finished rail. This includes gauge (±4mm,) super elevation (±5mm,) line (±6mm,) level (±25mm,) 3m twist (±5mm.) Strict control procedures ensured that only the latest drawing revisions were used by field staff and contract surveyors. Bottom ballast and sleepers were laid using GPS and offset pegs. Resurfacing was completed using live survey & control stations placed prior to the works.

Final conformance survey was supplemented with a Geismar rail trolley to record track gauge, super elevation and twist.


Early works on the project suffered with suspension of lengthy periods due to adverse weather. This resulted in the need to accelerate trackworks to still meet key possession dates. At one point, prior to the main realignment works, a formal risk assessment, undertaken by the client indicated a 1% chance of success. Through the commitment of the team, working closely with the client and drawing on Laing O’Rourke’s depth of resource, all works were completed on time and on budget to the great satisfaction of the client.

SAFETY/ENVIRONMENT

Occupational health and safety was paramount on this project. Administered through our core processes and exercised through a risk-based approach, safety management was integrated into every activity applying to both Laing O’Rourke and sub-contractors. Mission Zero allowed the management team to communicate a clear safety message while remaining open and willing to act upon ideas from the field. Lessons learnt, positive investigations, and collective insights were carried out to share learnings with our peers.

All personnel were trained to take practical steps to prevent environmental impacts. In addition, the worksite was located in an environmentally sensitive area comprising world significant wetlands, migratory birds and rare bell frogs. Strict planning, implementation of controls and monitoring ensured no notable environmental incidents during the works. Everyone involved should be proud of housekeeping efforts and final presentation of the finished product that was handed over.



79

Executive Summary

Of the 1,588 kilometres of sleepered track on the metropolitan network, more than 90% has been upgraded from timber to concrete. The Track Reconstruction Program has been responsible for the majority of the concrete sleeper installation. The program commenced in the metropolitan area in the mid-1980s and continued into the late 1990s when the program was wound back due to cuts in infrastructure maintenance funding during this period. The program ramped up again in the early 2000s and has continued at a steady rate since then. In 2013, Sydney Trains accelerated the completion of the track reconstruction in a number of corridors including the North Shore Line.

Track reconstruction provides significant customer and network benefits. Concrete sleepers last 50 years whereas timber sleepers need to be replaced after 10-15 years. Resleepering with concrete sleepers reduces ongoing maintenance costs and reduces the disruption to services associated with more frequent possessions. Concrete sleepers are also important to maintain on-time running in hot weather. Timber sleepered track poses problems in heatwaves, requiring heat-related train speed restrictions (WOLO) and increasing the risk of misalignments. When WOLO is in force, speeds are reduced by 10kph. The track reconstruction program has played a major role in improving network safety and reliability and extending asset life.

The objective of the accelerated track reconstruction program on the North Shore Line was to upgrade the 6.14km of remaining timber sleepered track between:

• Lindfield to Gordon on the Up and Down Shore

• Gordon to Turramurra on the Up and Down Shore

• Wahroonga on the Down Shore

After 30 years in service the track laying machine (TLM), which was commissioned in the Hunter Valley in 1984, has recently been retired. Senior Construction Manager,

Killara Track Reconditioning

Rodney Thompson has been the common denominator in these track upgrades, being involved with 95% of all the concrete resleepering of the Sydney Metropolitan Network.

On a personal note, I was fortunate to work closely with Rod over the two years of the North Shore Track Reconstruction and his extensive experience proved invaluable. I wish to acknowledge his major contribution to the success of these works and the broader track reconstruction program.

PROJECT SCOPE

Track reconstruction works involves:

• Installation of concrete sleepers on a face using the RTX1 Track Laying Machine or manual methods

• Placement of 60kg/m HH or standard carbon rails, welded and adjusted

• Provision of new or cleaned ballast to correct depth and profile

• Reconstruction of substandard formation and subgrade

• Resurfacing to correct design geometry

• Correction of deficiencies in the drainage systems

• Correction of the OHW to design alignment

North Shore Track Reconstruction

Sydney TrainsProject Engineer: Adam VertsonisBudget: $17.5M


80


The track reconstruction on the North Shore Line also entailed 2.762km of ballast cleaning, 0.595km of skim recondition, 2.307km of full track reconditioning, upgrading the OHW system to current engineering standards and drainage works.

PROGRAM OF WORKS

The accelerated completion of the North Shore was delivered between 2013/14 and 2014/15. There were 20 separable portions delivered over 12 weekend possessions and a week closedown.

Of the original baseline, 92% of the track reconstruction was completed in 2013/14 and the remaining scope in January 2015.

Each separable portion was managed as a sub project due to the programming and scoping of works and the disjointed possession regime.


The track was constructed to standard ESC 200 and within the limits of +-15mm horizontal alignment and +30mm/-50mm vertical alignment.


Difficulties that the program encountered were:

• Working in built up urban areas

• Time pressure with the accelerated program

• A local community with a low tolerance for the inconveniences associated with rail maintenance projects

• The number of environmentally sensitive sites on the North Shore Line

• Working with limited access through cuttings

• 4 track reconditionings through island platforms with limited access

• The need to address a range of geotechnical recommendations

• Effectively and efficiently programming 20 separable portions over 12 separate track possessions

SAFETY/ENVIRONMENT

Sydney Trains Safety Management System (SMS) and Environmental Management System (EMS) provided the framework, which was applied in planning and delivering the North Shore Accelerated Track Reconstruction Program works.

The program was delivered without any major safety or environmental incidents over the two years. This was a major achievement considering the number of environmental sensitive sites surrounding the North Shore Line.

Many narrow, congested sites between cuttings and station platforms



81

Executive Summary

The North Strathfield Rail Underpass (NSRU) project is part of the Northern Sydney Freight Corridor, a joint initiative of the Australian and NSW governments. The aim of the NSRU is to grade separate south bound diesel hauled freight trains from the electrified suburban rail network north of Sydney between Rhodes and the Flemington Goods Loop. The freight line passes under three heavily trafficked suburban railway lines with 2.5 metres to 3.5 metres cover. The NSRU is electrified which allows Sydney Trains to move its trains from the Northern Line to Olympic Park for special events or as the system demands.

The slab track was built in the underground section of the project, which consists of a 148 metre long driven tunnel and dive structures either end (350 metres long each). In terms of design in the dives, two different slab types were used based upon the geotechnical conditions of the material underneath and the behaviour of the structures surrounding. A 200 millimetres thick slab track over a 400 millimetre concrete reinforced slab was built in the shallower section of the south dive due to poor geotechnical conditions (mainly stiff clay), as well as two other locations in where the structural design had to be amended to suit the construction of one of the wells underneath the track and construction of short section of insitu wall rather than the predominant piling wall used throughout the deepest sections of the dives.

Slab track set up prior to concrete pour

Northern dive

The other slab type was a single concrete reinforced slab (400 millimetres) sitting on a blinding slab where shale material was encountered. On the other hand, the tunnel, whose excavation dimensions are seven to eight metres in height and nine metres in width, has a horseshoe shaped profile. In this situation, the slab type was minimum 200 millimetres thick (thickness varied due to the reverse curve of 400 metre radius alignment).

Top down installation method for the Delkor ALT1 fastening system was followed throughout the duration of the works, which took approximately three months. A rail support system was developed in house which allowed for a pre-fabricated metal formwork attachment. This solution facilitated the construction of the U drain required on both sides of the track, with the aim of reducing materials handling in the dives Additionally, this was also used a walking platform during the concrete pours.

The down gradients on the north dive of 2.8 per cent and on the south dive of 2.2 per cent were a critical factor for the strategy of the concrete pours sequencing. These gradients also had an impact from a safety perspective, so any trolleys and on-track equipment were thoroughly inspected, and mandatory safety chocks adopted whilst in static mode.

North Strathfield Rail Underpass – Slab Track

North Strathfield Rail Underpass AllianceChris Jones – Alliance ManagerValue of works: $260M (Slab Track component $3.25M)


82


NSRU, including the slab track, was successfully commissioned in June 2015. It is now used by some 40-60 freight trains per day, with favourable comments from the freight operators and Sydney Trains.

PROJECT SCOPE

Design and construction of 148 metres of slab track through the driven tunnel and approximately 700 metres of slab track in the dive structures at each end. The reverse curve alignment through the tunnel required the installation of a derailment plinth, which was later replaced by the special elongated Delkor ALT1 plates with provision of guardrails. ‘U’ drains on both sides of the new track alongside the length of the slab track together with evenly-located-flushing points for the subsoil drain were also built in unison.

PROGRAM OF WORKS

The slab track construction took around three months. The start date was not as early as the original program had envisaged, but the completion date was fixed due to the overhead wiring staging which had to take place during a Configuration 9 possession. Track set up and steel fixing were day activities with concrete pours happening at dawn in order to get a better concrete cracking and rail creep control, which could increase the stress and therefore cracking on the fresh concrete.


Track slab construction requires high precision due to tight construction tolerances, especially with a difficult alignment on a reverse curve with 40 millimetre super elevation and sharp gradients. A 20 metre long-slab track trial was carried out ahead of the start of the works with the aim of checking the behaviour of concrete design mix and the quality of the fabrication of the in-house designed iron horses. In order to achieve good survey control during the construction stage, NSRUA used an Amberg GRP 1000 survey trolley, which could be run even when the track was still supported.

Survey control included three stages:

i) when setting the track up within construction tolerances;

ii) pre-pour check in order to ensure the track had not been displaced during the steel fixing or the pre-fabricated drainage formwork installation;

iii) immediately after the concrete pour to verify no significant track displacements had occurred.

As a result, all track was within construction tolerances and has been accepted by Sydney Trains.


• logistic constraints for material storage & deliveries

• access and egress for personnel

• interface with other activities in the tunnel and dives

• program constraints due to fixed completion date

• summer high temperatures, but also potential flooding in the tunnel due to heavy storm events

• exacting community and environmental constraints

• working in live rail corridor with no tolerance by Transport for NSW and Sydney Trains for train delays

SAFETY/ENVIRONMENT

NSRU is adjacent to several local heritage items (such as former Arnott’s Building) and nearby Powell’s Creek, which acts as the catchment for the entire project area.

Extensive sediment and drainage controls were installed and monitored to successfully militate against any detrimental impacts to the health of the creek. All controls and management methods were effective with no environmental incidents involving Powell’s Creek or any heritage items.

With safety, there were numerous work group interfaces, which created constraints far beyond the normal track construction expectations with tunnel systems, signals and OHW also needing access. Safety measures included special walkways, daily combined team meetings and site area delineations.

The track construction teams worked a total of some 25,000 hours over four (4) months, with nil lost time injuries.



83

Executive Summary

John Holland (JH) was selected to design and construct the Greenfield section of the Glenfield to Leppington Rail Line (GLRL) as part of the South West Rail Link Project, for the New South Wales Government’s Transport for New South Wales (TfNSW).

The GLRL commences at the southern end of the Glenfield Junction south flyover, to accommodate approximately 11 kilometres of twin-track, electrified, passenger railway. The project provides an essential infrastructure network for the rapidly increasing population of Sydney’s South- West growth centre. Through the dedication, professionalism and outstanding collaborative effort between the multiple

stakeholders GLRL was delivered six months ahead of

program and approximately $100 million under the

Client’s original budget.

Early engagement of the operators and maintainers throughout the design, construction and commissioning phases, enabled various safety initiatives to be identified. This approach delivered improvements to the Contracted scope of works to provide a safer solution for the operational staff and the community. The works were completed and commissioned

six months ahead of the Contract dates, allowing commercial

train operations to commence more than one year

ahead of schedule. The Project successfully interacted with all key stakeholder groups over the approximate 11 kilometre transport corridor during the design, construction and commissioning stages. These included: TfNSW, Sydney Trains, Roads and Maritime Services, Campbelltown Council, Liverpool City Council, Camden Council, Utility Authorities and several local community clusters and surrounding residents.

The GLRL Project was designed and constructed by JH and its team of locally and internationally sourced designers, subcontractors, suppliers and consultants; from the concept design stage, to the successful opening to the public in early

Edmondson Park Station and associated access roads

2015. John Holland has also provided significant asset maintenance services during the Contract Maintenance Period, utilising JH staff and subcontractors.

Environmentally, the entire corridor was designed with five major creek crossings, and another ten, unnamed water bodies that crossed the rail alignment. The protection of these water bodies during construction was paramount and a challenge successfully overcome by JH.

At the completion of construction, there were no major, reportable Environmental events; a significant milestone, considering the amount of inclement weather events that the project experienced.

Community interaction was managed through: regular project correspondence, intricate traffic management, regular community engagement forums, successful implementation of project wide at-property noise mitigation strategies, and a full time community response hotline, with no notable complaints throughout the construction period.

Most importantly, the safety record on the Project has been exemplary, with no LTIs (Lost Time Injury) occurring throughout the 4,200,000+ man hours worked.

South West Rail Link – Glenfield to Leppington Rail Line Project

John Holland Pty LtdProject Director – Malachy Breslin Value of works: $680M


84


PROJECT SCOPE:

The SWRL Glenfield to Leppington Rail Line comprises:

• The construction of 10.5 kilometres of twin-track electrified passenger railway from Glenfield to Leppington, including a Stabling Yard at Leppington;

• Civil works including the movement of 1,000,000 cubic metres of earthworks, 40,000 m2 of cut face shotcrete and associated soil nailing, 24 km of corridor drainage, and landscaping of almost 1,000,000 native plants;

• Construction of 5 overbridges, 7 underbridges, associated roadwork, and an underpass at the Hume Highway;

• Construction of retaining walls, access roads, utilities, noise barriers, landscaping and fencing;

• Passenger stations at Leppington and Edmondson Park, transport interchange facilities and commuter carparks;

• Fully integrated design, addressing a congested corridor, track geometry, services reticulation, challenging topography and network tie-in;

• Management of system assurance through design, construction, system commissioning and operation readiness;

• Complete signalling system including 27 control sections, 1 x EE 132kv/33kv sub, 2 x RailCorp 33kv/11kv subs and 1 x DC sectioning hut, 72km of HV cabling, 33 x overhead wiring runs, 22km of track including 22 turnouts.

PROGRAM OF WORKS

The standout achievement of the GLRL Project is the commissioning and completion 6 months ahead of Contract dates, and the Commercial train operations being brought forward by over a year. The commencement date was 7th December 2010. Permanent construction works commenced in early 2012, and the first passenger service arrived at the stations on 8th February 2015.

Works staging involved careful interaction with 3 major construction disciplines, being the Civil, Structures and Rail teams. Careful planning between these teams resulted in high production methodology for track construction over 1km+ per day. Intense resourcing and cut support work resulted in 100+ pieces of heavy earth moving plant during the peak construction period.


GPS use was heavily relied upon, to establish earthworks levels prior to the installation of track. The earthworks team noted that while handy, GPS use did fluctuate dependent on time of day, weather conditions, and location on the project. Subsequently, the set up and use of a high accuracy ATS system driving the earthworks Grader fleet ensured that the 180,000m2 of capping was installed with zero work lot non-conformances for both grade and height of capping. Subsequently, all other rail related elements were constructed relative to this accurate capping base, with successful overhead structure, ballast and track installation resulting in complete compliance to design. Due to survey requirements, 3 survey subcontractors combined to provide complete and integrated survey accuracy to the project.


One of the major difficulties was the requirement to take the alignment under the Hume Highway. Design and planning for this element combined RMS and TfNSW requirements. The alignment was limited to 40 meters in width for the majority of the route, which presented challenges that required smart design solutions in order to comply with these requirements. In order to have the Safety Case accepted by the ONRSR, the Project Team had to prove that every requirement set out in the Project Specification and Works Brief had been met. The Project identified in the total 9,600 requirements that needed to be closed throughout the design, construction and T&C phases. These requirements had to be monitored and closed to ensure all hazards were reduced to ALARP and that ONRSR could approve the new infrastructure into the Sydney Trains Network.

SAFETY/ENVIRONMENT

The project was completed with 4,200,000+ man hours. This is particularly worthy to note with respect to peak and average manning levels of 860 and 255, respectively. There were over 7,500 personnel inducted on the project, 18,000 drug and alcohol tests, and over 1,000 toolbox talks conducted. The result of this focus on safety performance is

highlighted with zero LTIs and a resulting LTIFR of zero

over the life of the project. There were no major recorded or reportable Environmental Incidents on the project. This is a particularly significant project achievement due to the interaction with 5 major creeks and 10 unnamed water crossings within the alignment.

Documents

Fifty Shades - · PDF fileThe New Shade of Transport 38 ... Life Members David Bull Glenn Dewberry Dennis Dobson William Fowler ... “Fifty Shades of Perway: